How can you make a company grow without sacrificing it’s culture? InfoQ talked with Fridtjof Detzner, co-founder of DIY website creator Jimdo, about how Jimdo started and scaled up using agile and why Jimdo uses kaizen and retrospectives to improve continuously.
In the article culture is the true north Arne Roock talked about the “feel good manager”: a role which helps to foster and grow the culture in an organization. InfoQ talked with Magdalena Bethge, Feel Good Manager at Jimdo, about supporting the culture and collaboration, happiness, and helping employees to find their work-life balance.
Coaching and mentoring can help organizations in adopting agile. But they only work if people are open to help. What makes it that people sometimes do not allow coaches to help them? What can you do to encourage helpful behavior in organizations?
Ramli John gave an ignite talk about the minimum viable attitudes for lean startup teams at the 2013 lean startup conference. According to Ramli there are three attitudes that help teams to run lean sustainable over time: humbleness, hunger and happiness.
A report on how happiness index could be scaled out from team level to organization level. Frank Schlesinger, Corinna Baldauf and Stowe Boyd shared their experiences of scaling the happiness index and tools for implementation.
A case study on creating buy-in and commitment for flow thinking using a mental model and metaphor was presented at the Lean Kanban Central Europe conference. InfoQ interviewed Håkan Forss and Erik Schön about their journey from methods & tools to principles & mindset and how they use visual management to implement flow thinking and improve the product development flow at Ericsson.
In "experiences with a distributed agile team", Joost Mulders and Andriy Korpan presented how they integrated a near shore development team from Ukraine in a Dutch product development organization using agile practices. At the XP Days Benelux 2013 conference they talked about the do’s and don’ts of distributed agile.
At the recent DevOps Days in New York, Kevin Behr, co-author of “The Visible Ops Handbook” and ”The Phoenix Project”, and Jesse Palmer gave a talk on how they instilled a continuous improvement culture into an operations team. InfoQ interviewed Kevin Behr to know more about the approach that was taken.
Agile has the manifesto and principles, it focuses on people, clarity for the stakeholders, faster delivery, and happier customers, so why would you need DevOps? John Clapham from Nokia Entertainment in Bristol talked at the Agile Methods in the Finance Sector and Complex Environment conference about what DevOps is and what it has brought to their business.
Agile adoption in organizations where command and control is the most dominant management style can be tricky. There have been situations where an agile transition didn’t deliver the expected improvements, or even failed and was stopped. Several authors suggested ways to adopt agile in organizations with a command and control management style. How did you deal with it when transitioning to agile?
Teams sometimes consider to skip a retrospective meeting, when they feel time pressure, or do not see direct benefits of doing one. Next they question themselves if they have to keep doing retrospectives? Agile retrospectives help teams to learn and improve continuously, and there are valid reasons to keep doing them also with mature teams.
The 8th annual State of Agile Development Survey was announced at the Agile 2013 conference. Previous surveys have provided insight into agile adoption. You can participate in the survey, and get the data before it goes public.
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?