Why Agile didn't work? In this article Ping discusses the pyramid structure of the 12 Agile principles and the managerial and technical support you need to provide for Agile to work. She uses real-life examples to illustrate some common issues encountered in implementing Agile, and offers some solutions on how to detect and fix these issues.
The story of using Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We actively translated his principles into real strategies, trials and experiments which we carried out across the organisation. Some things worked and somethings didn’t, but overall we significantly increased motivation and saw remarkable rises in productivity.
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. In the book he explores the agile basics and principles, discusses how he has seen them being violated, and offers ideas and examples for applying the agile principles.
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.
Rini van Solingen and Rob van Lanen wrote Scrum for Managers, a book providing answers for organizations that want to or are adopting Scrum.
OKR (Objectives and Key Results) is a goal setting framework adopted by Silicon Valley companies that can complement Agile and Lean, creating an agile approach for setting goals and measuring value.
In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how Kanban can be deployed to get change done in organizations and to build a culture of continuous improvement.
This article describes learning from XING on how to scale mobile development from 2 to 10 teams, It summarizes all key decisions and structural changes they made in order to enable the scaling.
Agile software development is in a rut. The most popular agile methods are consistently mis-applied, mis-understood, mis-used, and all too often abandoned. This article proposes a new approach. 1
Experienced Scrum Masters explain how they define and measure their own personal success as Scrum Masters, and share their lessons learned about how to achieve success.
The book the coaching booster by Shirly Ronen-Harel and Jens R. Woinowski explores different coaching methods and practices and describes a framework for coaches to help people to reach their goals.