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. He talks about how to achieve an Agile PMO and how it can be applied in environments which are not naturally perceived as being agile-friendly.
The challenge of knowing whether we are on track to deliver haunts projectmanagers and developmentmanagers at various levels as their organizations take on agile approaches to product and project development. Driving towards smaller work items and lower work in process brings the benefits of both better project risk management as well as more effective agile execution and learning.
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
Enterprises want to understand customer needs and deliver products that create value. How Yammer test their business customer hypotheses, and why they focus on the architecture of their products.
The book agile project management for government gives cases of governments using agile. InfoQ interviewed Brian Wernham about agile leadership and applying Scrum and DSDM in governmental projects. 2