The Lean Mindset is a collection of research results and case studies from companies applying lean in product development and delivery. A lean mindset according to Mary and Tom Poppendieck is about “developing the expertise to ask the right questions, solve the right problems, and do the right thing in the situation at hand”.
Why do we promise more than we can deliver? Why do we say yes when we are already too busy? Chronic Overcommitment is a pervasive problem in the IT industry. In this article we take a look at the behaviors that drive over commitment and the dynamics at play in your organization the make it a difficult problem to solve. Finally, we offer some advice to those who suffer from this affliction.
This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda. Building on the sustainability agenda, this agenda adds the values of customer focus, flow, and leadership. Individually, each of these brings some challenge; collectively, they can represent to a significant sense of direction, a much more outward-looking approach to change.
Michael discusses ways to integrate agile & scrum approaches with linear management styles often required to achieve organizational control in large complex environments. 3
Tracking projects is challenging when enterprises adopt agile in product development. Smaller work items and lower work in process improves risk management and supports agile execution and learning. 3
This article shares a simple technique used to address problems such as a system’s intended functionality but also qualities such as performance, reliability, portability, and availability.
Entrepreneurs apply lean-startup to try to sell their product/service even before they build it: "make sure you have paying customers". Naresh Jain shares his approach to find effective MVPs.
InfoQ did an interview with Simon Brown about sustainable competence for continuous improvement, balancing people and processes, and software quality and architecture.
Agile and the PMO are no longer diametrically opposed. With an ever-changing business landscape, organisations must adopt more nimble approaches, making Agile more suitable than people think. 3
Ellen Gottesdiener and Mary Gorman have written a book titled Discover to Deliver: Agile Product Planning and Analysis. They recently spoke to InfoQ about the ideas behind the book.
Great projects rely on commitment from individual team members, teams and projects: Agile teams committing based on business needs and their capabilities, and delivering against those commitments.
Planning and budgeting large complex projects leads most often to (unwanted) surprises. Insights from beyond budgeting can help to increase flexibility, and focus on business value. 1