Organization prefer to establish and nurture stable teams, as reported earlier this year in the InfoQ news developing stable teams, and dealing with dysfunctions. But sometimes there are reasons why the composition of a team or of teams needs to be changed. If changes in team composition are needed, how can they be done?
Kanban helps organizations to get insight into their work-in-progress, and establish a pull system where demand and capability can be balanced. A first step is to find out what the real capability is and visualize the flow. InfoQ interviewed Florian Eisenberg about evolutionary change and how you can balance demand and capability in organizations.
Agile is about a mindset and a contiguous improvement of everything said Yves Hanoulle. InfoQ did an interview with him about the habits that people have and what you can do to get into the habit of improving.
Organizations learn through their employees. To enable adoption of agile ways of working, organization have to support the personal development of their employees.
Most large organizations have allowed their systems to evolve without good architecture and governance. The result is a "hair ball" of systems interfaces and dependencies which greatly increase complexity, risk and the cost of change. David Sprott describes how systems modernization should be a collaboration between business management and IT.
In "experiences with a distributed agile team", Joost Mulders and Andriy Korpan presented how they integrated a near shore development team from Ukraine in a Dutch product development organization using agile practices. At the XP Days Benelux 2013 conference they talked about the do’s and don’ts of distributed agile.
The pace of organizational change and technology adoption is increasing which means that enterprise software development needs to find ways to keep pace with these changes. The rise of big data is also driving the need to undertake many experiment and adapt rapidly. Blogger Matt Asay recently wrote about this in a post titled "Hey, Enterprise Developers! Get Agile Or Get Steamrollered"
At the XP Days Benelux conference, Paul Kuijten did a session called "kill all projects" where he questioned if getting rid of all projects could be a good idea. InfoQ did an interview with Paul about project management practices that can be valuable for agile, and the funding of product development.
FloraHolland wanted to realize change goals for business units in parallel with their daily business, and decided to use Scrum to manage their business changes. A session from the XP Days Benelux 2013 conference which shows how a Job Demands-Resources model was used by several business units to adopt Scrum and agile elements to change their way of working.
The 2013 international conference in Central Europe about Lean and Kanban (LKCE13) included presentations about change management, systems thinking, leadership, learning, and teamwork, and case studies from larger organizations that have applied Lean and Kanban. InfoQ interviewed Arne Roock about deployment of Lean and Kanban in agile software development.
Enterprises that are adopting agile organizational-wide will at some time have to scale their agile practices. In a session at the Agile Methods in the Finance Sector and Complex Environment conference, attendees shared their experiences with scaling agile in enterprises.
On November 14 and 15 the SEPG Europe 2013 conference will be held in Amsterdam. The conference program covers experience stories and presentations on using the Capability Maturity Model Integrated™ (CMMI) in agile environments. InfoQ will cover this conference, and did interviews about how the CMMI can support agile adoption and the focus of the SEPG Europe conference.
Simplicity, feedback, communication, respect and courage, these eXtreme Programming (XP) values still inspire the team of the XP Days Benelux 2013 conference. InfoQ did an interview with two of the conference hosts, Merlijn van Minderhout and Pascal Van Cauwenberghe, about new developments in agile, successful agile transformations and the needs of European organizations in agile adoption.
A recent Gartner blog raised the issue of Agile projects driving "death march" behavior as each iteration becomes a drive to deliver more and more.
Agile adoption in organizations where command and control is the most dominant management style can be tricky. There have been situations where an agile transition didn’t deliver the expected improvements, or even failed and was stopped. Several authors suggested ways to adopt agile in organizations with a command and control management style. How did you deal with it when transitioning to agile?