At Spark the Change 2015, Tracy Jelfs shared a case study of change in Children’s Services at Monmouthshire Council. Spark attracts the UK’s most innovative organisations, and this story impressed leaders from many different industries. It is a showcase of how radical change is possible even in difficult circumstances – from poor performance and low morale to a heavily regulated environment.
The Scaled Agile Framework (SAFe) with custom modifications to it in accordance with Agile and Lean values helped Seamless Payments to go through a period of organizational growth and prepare for further growth. This article describes the change that was done using a slimmed down version of SAFe that still maintained its core ideas.
At the GOTO Amsterdam 2015 conference Dave Thomas gave a keynote presentation titled "agile is dead". While the "Agile" industry is busy debasing the meaning of the word, the underlying values are still strong. Dave Thomas suggests to stop using the word agile and switch to agility: repeatedly taking small steps towards where you want to be and evaluate what happened.
This report summarizes how the Large-Scale Scrum (LeSS) framework was used in developing a high capacity network gateway and how to grow R&D from 2 co-located teams to 20+ teams.
This paper discusses, with examples, how high-value IT projects that do not involve software delivery, can be successfully executed by going back to the basics of Agile philosophy. 2
The book "the nature of software development" intents to help people to organize their thoughts about value and find ways to deliver value in software development.
By changing the inner workings from a project perspective to a product perspective Agfa Healthcare established a less complicated process using a single backlog for the entire organisation.
The Agile IMP (Input Management Process) framework proposes a structured process definition for managing and maturing input for product ideas, enabling informed decisions regarding product innovation.
Moving from traditional project management to agile is a paradigm shift. This article discusses the role that management plays in organizations that have decided to adopt agile. 3
Finding ways to eliminate root causes of delays can improve flow. This article discusses clustering blockers and provides ways to prioritize blockers that have most impact or are the quickest wins.
How do you get good flow? A common scenario in a software company is that too much is going on at once. We need a shift in mindset, to go from focus on resource efficiency to focus on flow efficiency.
With talented developers, quality advocates and user-experience designers, teams know how to deliver valuable software. But as we improve service delivery using kanban, who manages flow?