The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean. An interview about the different agile methodologies that were covered, on using agile for innovation and how events where organizations share their experiences can help the industry to adopt agile practices.
Developing an agile culture is something that enterprises often do when they adopt agile. Such a culture change involves changing the way that managers lead people to help them to become self-organized. The book "The Agile Culture" describes how you can develop a culture of energy and innovation, and provides tools to build trust, take ownership and deal with walls and resistance in organizations.
This article shows how to do requirement development in agile environments, covering concepts and offering examples of how an agile team could run a CMMI for Development SCAMPI to become appraised at a targeted level 3 for the areas of requirements development and verification.
Swiss Railways employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. A report of their two year journey. 4
InfoQ did an interview with Ignace and Yves Hanoulle about their book "The Leadership Game", leadership styles, pair training and observing and giving feedback.
Robert Pankowecki is writing Developers Oriented Project Management, a book which aims to help professionals to improve project management practices and move towards more flat organizations.
The people’s Scrum is a collection of essays on agile ideas and practices. InfoQ interviewed Tobias Mayer about people, teams and self organization with Scrum and about AgileLib.net.
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. 1
This article helps agile coaches to to facilitate change on the management level by understanding the context of their target audience and formulate a coaching message matching that context. 3
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 14
This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda: the humane, start with what you do now approach to change.
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2