We are at a crossroads in the agile-adoption narrative. Early in the story teams were the “bottom-up” vector for agile spread. Next the way agile spread started to shift away from teams to executives and “management”. Recent developments move us towards consultancy for bring agile to larger enterprises that struggle with change. Which way is agile going to go next?
This article summarizes the key takeaways and highlights from QCon London 2015 as blogged and tweeted by QCon's 1,200 attendees. Over the course of the next 4 months, InfoQ will be publishing most of the conference sessions online, including more then 25 video interviews that were recorded by the InfoQ editorial team.
As globalisation and offshoring take over the workplace, building agile teams becomes more challenging - thankfully, here’s your non-PC (but culturally sensitive) guide on creating an environment that will allow you and your organisation to “kick some agile butt” no matter who or where you are!
In the third article of the Conversation Patterns for Software Professionals series Michael focuses on how to use questions consciously and how to manage the conversation flow. 2
Five Best Practices to nurture the DIVAs in our organization: Learn to observe behaviors. Frame outcome of behavior. Define impact of outcome. Follow: cycle of feedback. Learn to give credit 2
What it takes to build Android apps that scale up to millions of global users? At last AnDevCon, seven experienced Android developers tried to answer that question.
The book Improving Software Development Productivity contains practices, models and case studies which help you to quantitatively support adoption of agile software development.
People are not widgets that can simply be fitted to a specific spot and just work. Zhenya Rozinskiy covers steps required for building remote teams and shares his own experiences.
Nadja Macht, Flow Manager and Coach at Jimdo, talks about balancing flow and slack time in teams, doing visual management with Kanban boards and deploying retrospectives for continuous improvement.
Matt Winn, from J.P. Morgan’s securities group, Singapore describes his own perspective of using Large-Scale Scrum to create significant change within a tier-one financial services firm.
5 years ago we left our office and decided we could work as effectively from home. Today we're closer, collaborate more, recruit better and work more effectively. This is the story of how we work. 4
The concept of walls as information radiators and communication tools is central to the agile mind-set. Using the right wallware and the information they provide can make or break an agile team. 2