This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda. Building on the sustainability agenda, this agenda adds the values of customer focus, flow, and leadership. Individually, each of these brings some challenge; collectively, they can represent to a significant sense of direction, a much more outward-looking approach to change.
Why does having the overview and influence make us feel rewarded? How do we adapt better to change? And how can we shift mindsets to become more Agile? Find out from breakthrough research in neuroscience why all the "soft, people stuff" around Agile works, how we can help people adapt better to change, and how we can influence real mindset shifts in an organization.
Michael discusses ways to integrate agile & scrum approaches with linear management styles often required to achieve organizational control in large complex environments. He talks about how to achieve an Agile PMO and how it can be applied in environments which are not naturally perceived as being agile-friendly.
Good leaders create an environment where self-organizing teams can thrive and create great products and services to delight their customers, as Ole Jepsen explains in this interview.
This first article in the series on the Kanban “nine values, three agendas” model, explores the sustainability agenda: a common approach to Kanban adoption at the level of individuals and teams.
Tracking projects is challenging when enterprises adopt agile in product development. Smaller work items and lower work in process improves risk management and supports agile execution and learning. 3
Agile and CMMI complement each other well. Big organizations with self-organized teams can achieve technical maturity levels, by using a common metalanguage and a good-practices catalog. 1
In this article we hear a very personal story on introducing a DevOps mindset at a large bank. In particular how the automation of configuration and release management processes enabled collaboration.
Evan Leybourn has written a book titled Directing the Agile Organisation in which he presents ideas about using agile approaches to management and case studies on how it has been applied. 4
David Morris explores the topic of agile estimating: what it is, how we typically do it, why we should bother, some of the alternatives, and provides some advice for new players. 6
This is the 4th article in a series about Open Agile Adoption, looking at an opt-in approach to achieve sustainable organisational transformation.
InfoQ did an interview with Simon Brown about sustainable competence for continuous improvement, balancing people and processes, and software quality and architecture.