Being one of the principles of the agile manifesto, sustainable pace is considered important by many to deploy agile. But achieving a sustainable pace can be difficult, and teams are often asked to improve their velocity. What did you do to adopt sustainable pace with your team? And how did you improve the speed in which your team delivers, and establish a new sustainable level?
Agile methods have the potential of creating great results. But those great results are not a guarantee; in fact anecdotal evidence suggests that those great results are only achieved by a small percentage of those teams and organizations adopting and adapting agile methods. There are invisible requirements for this success. One of these requirements seems to be safety.
Retrospectives are often considered to be a valuable agile technique, but sometimes teams have difficulties doing them: insufficient control of things, thinking that they can’t improve, difficulties defining good actions, or much complaining. Teams may find retrospectives boring, and a waste of their time. How to deal with this, and help teams to discover better ways to do retrospectives?
In 2006, The New York Times had 20 engineers, all located in a separate building off-site. Engineering and journalism were organized as completely separate entities, even ad sales departments were separate. How do you change a culture like this into a culture where technology drives and supports journalism?
Organizations that implement self-organized agile teams need managers who empowerer the teams by using servant leadership, and who coach and mentor them to learn and continuously improve themselves.
Two video lessons covering agile coaching and organizational change were released by Pearson/Addison-Wesley in the last quarter of 2012. They provide a different way to increase knowledge on agile adoption for visual and audible learners.
Organizations want to improve their business processes, and today they need to do it faster. Is it possible to use agile methods and techniques for business process improvement?
Dan Mezick has written The Culture Game – a how-to book describing 16 learning patterns derived from Agile. InfoQ is publishing a series of extracts from the book. The last extract discusses the concepts of of personal mastery and belief change.
Dan Mezick has written The Culture Game – a how-to book describing 16 learning patterns derived from Agile. InfoQ is publishing a series of extracts from the book. The latest extract discusses the concept of tribal learning and tribal leadership.
Companies have reported that focusing on things that make their employees happy can give benefits. But how can you measure and analyze employee happiness? Some insights in the why of happiness, and the results and lessons learned from those who used it.
The fourth extract from Dan Mezick's book The Culture Game is now available for InfoQ readers. THE CULTURE GAME is a tutorial & reference for creating lasting business agility in organizations. This book provides you with specific tools & techniques to help teams (and the entire enterprise) rapidly respond to change, and describes 16 patterns of team-learning behavior.
Michael Stanke, director of software delivery at Puppet Labs, has written on SysAdvent about how DevOps is the development of a culture that can successfully overcome complex and difficult system thinking problems. Michael shares his experience of transitioning into a new position full of opportunities to make technical and process oriented contributions.
Organizations have a need for changing the culture when implementing agile. Different approaches exist to spread agile ideas and make changes happen.
The 10th anniversary edition of the XP Days Benelux 2012 conference provides good opportunity for exchanging ideas and sharing experiences on agile. An impression of some of the sessions from day 1.
The latest extract from Dan Mezick's book The Culture Game is now available on InfoQ.com He is also an organizer for The Agile CULTURE Conference being held in Boston and Philadelphia this week.