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. It also describes how LeSS and agile development practices significantly accelerated the time to market and gave us the flexibility that traditional development practices never offered.
Most organizations avoid using Agile for IT projects that do not involve software delivery (e.g. roadmap planning and architecture development). These projects deliver high value, but are often the most risky of all projects - and high risk demands Agile delivery. This paper discusses how Agile can be successfully adopted to deliver these projects by going back to the basics of Agile philosophy.
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. It's a book of questions, not of answers, says author Ron Jeffries, for readers to discover the natural way to develop software, the simple way, inside themselves.
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. 4
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?
There’s no reward for being a Scrum or kanban shop if we are not delivering value to customers. We need to change our mindset, and focus on the principles that people follow and values they share.
An interview with Jan Bosch about getting benefits from increasing delivery speed, steps after adopting Agile and DevOps, using experiments to innovate, and practices for experimentation.
Dominik Maximini researched the cultural aspects of organizations that use Scrum and published his findings, principles for implementing Scrum and suggestions on how to apply them, and a case study.