Software delivery in a modern company requires autonomy to make releasing software easy. Niek Bartholomeus gave the presentation orchestration in meatspace at the DevOps Summit in Amsterdam where he discussed how can we change enterprises from orchestration to a more autonomous approach, in order to speed up the feedback cycle from idea to production.
InfoQ recently spoke to Michael Dubakov & Andrey Mihailenko of Targetprocess about the upcoming release of the product, and their own experiences integrating user experience into their agile development process. This is the second part of that interview in which they discuss how they have integrated user experience into their agile development process.
Larger organization often have the desire to use Scrum beyond the team level. This news explores some examples of what organizations do to adopt an agile way of working across the enterprise by scaling Scrum.
In the article culture is the true north Arne Roock talked about the “feel good manager”: a role which helps to foster and grow the culture in an organization. InfoQ talked with Magdalena Bethge, Feel Good Manager at Jimdo, about supporting the culture and collaboration, happiness, and helping employees to find their work-life balance.
Organizations can work with agile coaches for the adoption of agile. Coaches use conversations to support people in the organization to change their way of working. Which practices do you use in agile coaching conversations?
Coaching and mentoring can help organizations in adopting agile. But they only work if people are open to help. What makes it that people sometimes do not allow coaches to help them? What can you do to encourage helpful behavior in organizations?
A report on why agile works for Australia’s most progressive organizations like ANZ, Bankwest, Commonwealth Bank, NAB, Suncorp, Allianz, SunSuper and many more and their journey to DevOps and continuous delivery.
Agile teams use retrospectives to reflect upon their way of working. Since it’s the team’s own responsibility to continuously improve themselves they have to decide upon the actions that they will do. What can managers do to support their teams when they are doing agile retrospectives?
When defining a business case for adopting agile, the question can arise how you can measure the business value that can be delivered using agile software development.
Following on from the "Individuals and Interactions" interview series Author Gill Broza launched a series titled "A Packing List for your Agile Journey" in which he will interview a variety of commentators, practitioners and authors on what it takes to make an agile transition sustainable in the long term.
Scrum of scrums can be used to scale the daily stand-up meeting when multiple teams are involved. Its purpose is to support agile teams in collaborating and coordinating their work with other teams. Several authors have shared views on scrum of scrums, with experiences of using them.
Agile retrospectives help teams to find and do actions to improve continuously. There are different ways to do follow up on the actions and to evaluate if actions are leading to better team performance and more value delivered to customers.
When adopting agile teams can use (external) coaches and mentors. But teams can also develop themselves by having team members mentoring and coaching each other. Team members can learn skills and abilities from other team members in multidisciplinary teams, enabling the team to grow as a whole and become self-organized.
InfoQ spoke to VersionOne CEO Robert Holler about the 8th State of Agile survey results which were recently released.
Adopting agile is an organization change which involves management. It is said that management buy-in is crucial for agile to succeed and that a lack of management support can be a barrier in agile transformations. There are different ways for management to support agile in enterprises.