Agile retrospectives are mostly done at the team level or at a project level. What if you need to conduct a retrospective with 50 teams or more? Luke Hohmann describes how a large scale agile transformation project did a huge retrospective to create insight on what was going well and what needed to be improved.
Sam Gluckenheimer opened the Agile 2014 conference with a talk titled "The Journey to Cloud Cadence" in which he discussed the transformationt at Microsoft Developer Division from a waterfallian box product delivery cycle of four years to Agile practices enabling a hybrid SaaS and on-prem business, triweekly delivery of new features in the service, and quarterly delivery for on-premise customers.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
The Guide to Critical Success Factors in Agile Delivery discusses the values, benefits and challenges of agile and proposes critical success factors for implementing an agile delivery in the federal government. InfoQ interviewed Paul Gorans about implementing agile practices, how agile impacts acquisition and procurement, scaling agile communication and the usage of reviews in agile.
Scaling Agile is a source of great consternation - what does it mean, how to scale, what framework or approach to use, what techniques need to change when adopting agile at scale, etc. Richard Dolman & Steve Spearman have built a matrix for comparing agile scaling frameworks. They spoke to InfoQ about their work.
Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
The Agile Australia 2014 conference was held in Melbourne, Australia last week. Over 950 people from all around Australia, New Zealand and beyond attended this annual event. The theme of this year’s conference was Embracing Disruption, there were 41 sessions covering five broad topic areas.
Jan-Joost Bouwman and Mark Heistek, from ING Retail Banking Netherlands, presented at Devopsdays Amsterdam how a CMMI-ITIL organization transitioned to a more agile mindset. Somewhat unusually in this kind of sessions, ING presented quantitative evidence of the improvements, such as a marked increase in the number of changes deployed to production and a decrease of the risk value per change.
Changing role of traditional managers in agile projects explained by Robert Galen and Zappos approach of halocracy organizational model.
Several authors discussed the importance of training for the success of agile adoption. Teams usually receive training when organizations are adopting agile. The question is how much and what kind of training and coaching is needed for the managers to make an agile transformation succeed.
The Spark the Change conference runs in London on 3-4 July. The theme of the conference is “Create an Organisation you can Believe in”. Aimed at leaders from across the business the conference aims to inspire attendees to build better, strong businesses, become more inspiring leaders themselves and create happier workplaces. InfoQ spoke to one of the organisers about the conference.
Many teams use the Definition of Done to check if a user story is finished and the product is ready to be delivered. But what about the user stories that a team receives from their product owner? Teams can check the quality of the user stories using a Definition of Ready.
Since DHH's opening keynote at Railsconf 2014 in which he questioned the use and value of TDD, and his subsequent post titled "TDD is Dead, Long Live Testing" have generated a lot of reaction and controversy. Much of the reaction has been focused on how TDD is, or should be, applied and used.
US Department of Defense (DoD) is going agile with the help of Dr. Jeff Sutherland. DoD created a plan of IT modernization and started using new models of software acquisition.
In organizations that are adopting agile people sometimes state that the hierarchy should be abolished and that we should get rid of managers. They consider managers and hierarchy to be something that hinder self-organization of teams.