In this 3rd article in the series about Open Agile Adoption Dan Mezick presents the theoretical background to the approach and explains why the techniques described in the other articles work to help achieve sustainable agile transitions.
Traditional Infrastructure Operations roles are no longer scaleable. The traditional system admin or the network engineer or the engineering roles such as storage engineers are rapidly changing. The difference between a developer and operations engineer are becoming more and more invisible and will eventually dissolve. This is part of a massive shift in the IT Infrastructure Industry.
“Would you recommend Agile in every situation?” The answer from Tiago Garcez on this question is “Yes!”. But sometimes people are unsure what agile means and what an organization can do to become agile? Tiago talked at Agile Tour Brussels about why agile is better suited to the challenges that companies are facing, the value that agile can deliver, and how you can start an agile transition.
This is the second in a series of articles which examine a new approach to organizational change: Open Agile adoption based on invitation and engagement rather than mandate and instruction from above
This article describes the steps taken to create a culture of innovation with a bottom-up initiative for training and education in an engineering organization. 3
Agile adoption is struggling - organisations mandate agile practices expecting teams to change their way of working but the changes don't seem to be sustainable. This article examines why.
The Kanban Thinking model includes 5 kanban heuristics that encapsulate the key areas to focus upon, along with 3 impacts that encapsulate the areas of improvement. 1
In this article you will find guidance on how to get started realizing a Continuous Delivery vision, especially in the context of existing development and release environments in large enterprises.
Reifer Consultants LLC recently published a report that compares productivity, cost, duration and quality of agile vs traditional, plan-driven projects. This article summarizes the results.
Large organisations wishing to benefit from greater agility can establish a compelling roadmap building on existing pockets of best practice and overcoming various cultural and other obstacles. 2
Agile requires a collaborative culture. To ensure a smooth transition to Agile, organisations need to consider a variety of factors such as servant leadership and the ability to embrace change. 1
Capers Jones shows how you can measure productivity and quality, and looks at agile practices that have proved to be beneficial for teams. 1