To be successful, a company needs to become an agile enterprise. In this article Dragan Jojic explores “the agility challenge”: A company where employees are able to sense and respond to external inputs without managers having to tell them what to do, know what they are trying to achieve, understand why, be able to decide by themselves how to best do it and genuinely care that it gets done.
In this third article in the #noprojects series Evan Leybourn explains the importance of focusing on outcomes rather than activities in order to maximize value for the organization. He looks at the context in which value is derived, provides an approach to define and measure outcomes and discusses the impact of constraints.
Boyan Mihaylov covers his experience when working with both traditional waterfall software architectures and agile ones. He depicts the similarities and differences between these with a focus on three areas: the specifics of the software architect role, the timespan of the software architecture, and the output of the software architecture.
In this second article in the #noprojects series Evan Leybourn explains why the focus of work should be about maximizing value rather than working in a project structure. 2
The book NoEstimates explores how we can manage projects with a focus on value and predictability, report progress quickly and often, and adapt plans constantly based on existing data.
An interview with Graham Dick about agile and the role of project managers with self-organized teams, how project managers can be a positive agent for change, and making collaboration work in agile.
Ben Williams and Tom Roden explored in their Agile Testing Days 2015 keynote how you can use agile and lean principles in portfolio management to increase business agility.
This is the last of three articles exploring the culture and practices that makes Menlo Innovations such a joyous workplace. This article examines their approach to user experience and requirements
In this first article in a series on #noprojects, Evan presents the case for why the entire IT project process is flawed from the start. If you need to run a project, you've already failed. 3
This is the second of three articles exploring the culture and practices that makes Menlo Innovations such a joyous workplace. This article examines their approach to project management.
Water-Scrum-fall is a phased delivery approach for software using Scrum as main development management method. It can be a stepping stone to agility, to become a living breathing agile organisation. 1
The authors have concluded after analyzing 15 years of ATAM data that modifiability, performance, availability, interoperability, and deployability are key quality attributes for Agile practitioners.