Belinda Waldock is an agile business coach and a professionally qualified Institute of Leadership and Management (ILM) coach and mentor. She has drawn on her experience coaching and mentoring organisations in the implementation of agile approaches inside and outside of information technology and written the book “Being Agile in Business”. She spoke to InfoQ about the book
Cox Automotive has a lot of Agile teams across its 20+ brands and companies. In recent years, it became clear that they needed to bring together Agilists from across the enterprise to connect, share and learn. So they decided to organize their own, company-internal Agile Open conferences. Now approaching their 3rd year, these events have been quite successful and really brought people together.
This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement. Starting with a problem statement and some background on feedback, followed by explaining why metrics and meetings are not enough, the article describes the first three methods on how to design and facilitate peer feedback sessions.
The 2015 Standish Group Chaos Report has been released which shows some improvement and lots of opportunity for improvement in the software development industry. Jennifer Lynch discussed the findings. 4
The book fifty quick ideas to improve your retrospectives aims to help people to get better outcomes from retrospectives and from any continuous improvement initiative. An interview with the authors.
The book Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban explores the principles and theories of Scrumban, and shows how Scrumban can be deployed in organizations. 2
Agile methodologies long ago proved their efficiency with small co-located teams. No organization is too big, complex or distributed to adopt Agile practices, but they must follow these simple rules
Why Agile didn't work? In this article Ping discusses know the pyramid structure of the 12 Agile principles and the managerial and technical support required for Agile to work. 9
How we used Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We translated his principles into real strategies, trials and experiments.
Gerald Weinberg shares his observations of the agile movement "where it came from, where it is now, and where it's going" in the book Agile Impressions.
This paper portrays the world-wide state of agile method introduction throughout the world using data from 330 organizations on hundreds of developments. Those adopting agile today are late.
The story of a team who worked on a single screen, had no formally defined roles, performed no estimates, worked on a one task at a time and delivered a quality product to a satisfied customer.