Brian Wernham wrote an article for The Times in which he identifies seven governance behaviours which are needed for successful adoption of agile, especially focused on government departments adopting new ways of working. The UK Government has mandated agile practices for delivery of IT projects and provides guidelines for service design using agile approaches.
Adopting agile in organizations usually impacts the role and activities of project managers. Scrum offers the possibility for project managers to become Scrum masters or product owners. Project managers can also adopt their way of working and the things they do to work together with Scrum masters and agile teams.
Changing role of traditional managers in agile projects explained by Robert Galen and Zappos approach of halocracy organizational model.
The Spark the Change conference runs in London on 3-4 July. The theme of the conference is “Create an Organisation you can Believe in”. Aimed at leaders from across the business the conference aims to inspire attendees to build better, strong businesses, become more inspiring leaders themselves and create happier workplaces. InfoQ spoke to one of the organisers about the conference.
In organizations that are adopting agile people sometimes state that the hierarchy should be abolished and that we should get rid of managers. They consider managers and hierarchy to be something that hinder self-organization of teams.
Organizations can work with agile coaches for the adoption of agile. Coaches use conversations to support people in the organization to change their way of working. Which practices do you use in agile coaching conversations?
Agile teams use retrospectives to reflect upon their way of working. Since it’s the team’s own responsibility to continuously improve themselves they have to decide upon the actions that they will do. What can managers do to support their teams when they are doing agile retrospectives?
A recent Gartner blog raised the issue of Agile projects driving "death march" behavior as each iteration becomes a drive to deliver more and more.
Guillaume Duquesnay uses his experience with games and roleplaying in his work as an agile coach. At the Agile Tour Brussels he talked about leadership, facilitation and management styles where no authority was involved. InfoQ interviewed Guillaume on his coaching, facilitation and leadership skills, and asked him if playing games gives happiness and fun to people, and make them more productive?
In a series of blog posts Johanna Rothman speaks up against the common view of leader and manager roles. She argues that management without leadership can not be successful.
The second Agile Executive Forum will be held in conjunction with the Agile 2012 conference in Dallas, Texas. The Executive Forum seeks to bring senior executives from large organisations together to explore the impact that agile practices, modern management and advanced technologies can have.
A series of recent articles by Steve Denning on Forbes have highlighted the challenges that the Agile community faces to get acceptance by mainstream management.
A recent Forrester report gives evidence to the advance of agility into the business world. This article reviews this trend and some of its potential implications.
Continuing the series of interviews with Stoos Network Event participants, Shane Hastie spoke to Catherine Louis and Deborah Hartmann Preuss about their experiences at the event and their hopes and expectations for the future of the Stoos Network. The Stoos Network aims to encourage shift in organisational management from traditional hierarchical leadership toward more collaborative approaches.
Following on from the Stoos Network event held in early January, InfoQ has been talking to some of the organizers and participants. This items is a conversation with Jurgen Appelo author of Management 3.0 and one of the organizers of the event.