Experiences of large group in tier-one financial services firm adopting Large-Scale Scrum (LeSS). “Scrum-But” and agile techniques had been applied mainly in development, but there had been no significant change in existing power or group structures, or in interaction with business - which was still “contract negotiation” rather than “customer collaboration”. Here meaningful change is described
Self-organized teams manage their work, the processes that they use and the way that they work together as a team and with their stakeholders. Robert Pankowecki is writing a book on Developers Oriented Project Management which aims to help programmers, product owners, project managers and agile company owners to improve their project management practices and move towards more flat organizations.
The people’s Scrum by Tobias Mayer is a collection of essays covering topics like self-organizing, team working, craftsmanship, technical debt, estimation, retrospectives, culture and Scrum adoption. InfoQ interviewed Tobias about the importance of people, teams and self organization with Scrum and about AgileLib.net, a new initiative for sharing agile resources.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. 1
This article helps agile coaches to to facilitate change on the management level by understanding the context of their target audience and formulate a coaching message matching that context. 3
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 14
InfoQ interviewed Capers Jones about advancements and events in software engineering and the effects that they have had on our society.
This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda: the humane, start with what you do now approach to change.
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2
This paper from a group of UC Berkeley Extension Agile Management Program participants describes their experiences applying the agile values and principles to the design of a management curriculum.
What happens when a director of a consulting company decides to drastically change the culture? An interview on the change approach, culture and trust, and lessons learned from an agile journey.
This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda: a much more outward-looking approach to change.