Agile methods and processes such as Scrum give us conceptual tools to implement our innovative ideas. But that toolset seems to miss a crucial part: A well-structured ideas development process. The Agile IMP (Input Management Process) proposes a conceptual framework for managing input from multiple sources, for maturing input and for basing product decisions on soundly evaluated propositions.
Moving from traditional project management to agile is a paradigm shift. From push to pull systems from a control-and-command culture to a trust culture where authority is delegated. A good structure with some control mechanisms will most likely help you get the wanted results quicker. This article discusses the role that management plays in organizations that have decided to adopt agile.
When work gets delayed (it’s blocked), it is of particular interest to look for ways to improve the smooth flow of work by resolving the causes of that delay. In the long term, finding ways to eliminate the root causes of these delays is a superior solution. This article discusses clustering blockers and provides ways to prioritize those blockers that have the 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.
A provocative critique of the suitability of Lean Start Up to many business contexts, as well as a personal account of how the method proved almost fatal for one particular start-up – Gamevy. 12
Why companies need to do a better job of prioritizing features. When everything is high priority, nothing is high priority, and we fall into a miasma of finger pointing and misplaced expectations.
Core HRM responsibilities normally apply solely to standard company employees. Total talent management aim to do HRM for the total workforce, including temporary workers, contractors and consultants.
Priyanka presents some of the advantages and challenges that agile adoption brings for testers and testing and presents some ideas on how to overcome the obstacles and leverage the advantages.