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. Used by Google, Twitter and LinkedIn, OKR can help evolve the Agile Community and the Agile Manifesto itself from a focus on outputs (delivering features) to a focus on outcomes (delivering results).
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. An interview on doing change in small steps, solving problems, using WIP limits, priorities and classes of service in Kanban, using the Theory of Constraints with Kanban, and getting results with Kanban.
This article describes learning from XING on how to scale mobile development such that as many teams as necessary can contribute to the development of mobile apps (on both iOS and Android platforms) and at the same time keep the apps consistent, stable and shiny. It summarizes the key decisions and structural changes they made in order to enable scaling mobile from 2 to 10 teams.
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.
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.
The Scaled Professional Scrum framework of Scrum.org provides guidance to organizations engaging in efforts to scale their product development done through Scrum.
Larry Cooper and Jen Stone have written a book which provides advice and techniques for blending agile practices with portfolio, program and project management, taking a value focused approach.
Take a demoralized group, inadequate tools and a low-trust culture – now transform under intense performance pressure in just 6 months. Impossible? Read this story of change in the public sector.
This article describes the change that was done to support growth at Seamless Payments, based on Agile and Lean values and using a slimmed down version of SAFe that still maintained its core ideas. 4
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.
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.