Lean has proved to be instrumental in moving beyond Agile to set up a practice of continuous improvement with direct effects on team performance and engagement. Making a clear distinction between bugs and problems has proved to be instrumental in this improvement.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. Presented are four qualities that Sandvik IT identified as key when setting-up relevant, and long-term, kanban systems in the enterprise: Stickiness, Clarity, Curiosity and Influence.
This article shows an internally driven and remarkably smooth Kanban implementation approach which very quickly rewarded Siemens Health Services (HS) with real and sustainable improvements in predictability, efficiency and quality. It demonstrates the benefits of “flow” and its advantages in terms of actionable metrics and forecasting capabilities based on real data captured from recent releases.
InfoQ interviewed Capers Jones about advancements and events in software engineering and the effects that they have had on our society.
Some 80% of all improvement and change programmes fail. Intelligent Evolution ensures long-term business success rather than short-term satisfaction of a standard or theory.
Feedback is not the same as prediction. Data does not tell us what to do – it simply indicates a problem. Feedback underpins much of the Agile Manifesto. Feedback guides how we deliver iteratively. 1
Capers Jones shows how you can measure productivity and quality, and looks at agile practices that have proved to be beneficial for teams. 1
"Enterprise Software Delivery" is the latest book by Alan W. Brown, and is a must-read guide for anybody concerned with the development and delivery of software in a large organisation.
Carlos Sirias provides a set of metrics that he and his teams were able to use independent of software methodology. 8