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About ThoughtWorks Studios
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ThoughtWorks Studios is the Agile software tools and training division of ThoughtWorks, the world leaders in Agile software development and Agile ALM solutions. Our products and services are used by nearly 400 organizations worldwide, is based on 15 years of proven software delivery excellence.
Are there repeated patterns of failure on Enterprise Agile Enablement efforts? Does success at the team level always result in success at the organization level? Sanjiv Augustine and Arlen Bankston discuss the Seven Deadly Sins that organizations repeatedly make so you can steer clear of them and benefit from a successful Enterprise Agile Adoption.
Interruptions are something that every team has to deal with and, if not managed appropriately, they can potentially have a detrimental affect on their ability to deliver. In a recent post on the Agile Advice blog, Mishkin Berteig described seven options that teams could consider to deal with interruptions when using Scrum or iterative Agile approaches.
Agile experts suggest a slow ramp up, thinking beyond Scrum of Scums, and using techniques like Feature teams, for scaling Agile projects. A feature team takes responsibility for one or two features at a time and works on them as a whole until they are done. Once the features are delivered, each team member signs up for the next feature by joining another feature team.
Status, Certainty, Autonomy, Relatedness, and Fairness are wired into the human brain. Michael de la Maza how the latest neuroscience findings support agile software development and that there are good brain-based reasons why agile is so effective.
Dialogue sheets allow teams to hold facilitator-less retrospectives. They promote self-organization and encourage everyone to speak in the exercise. This results in great levels of participation in and higher energy levels in teams. The sheet itself is A1 in size, 8 times larger than a regular sheet, pre printed with instructions and questions to motivation discussion.
Jean Tabaka challenges the audience to reflect on what Agile practices they are employing, how they are using them, ending with the questions “Why have their organization chosen to go Agile?
Joel Semeniuk shares some of the lessons he learned managing development teams, how he got into Kanban and why its principles are helpful.
In Agile, adoption and transformation are typically viewed as one big event. Mike Cottmeyer provides a holistic perspective that looks as adoption as the implementation of practices, and transformation along two dimensions, organizational and personal. Mike discusses how they are a means to an end, and how to avoid the trap of focusing on practice adoption as a goal.
Ten Years after the Agile Manifesto Jeff Sutherland muses the question of whether Agile teams are truly Agile. You’re not Agile if you’re not producing product at the end of each sprint. Jeff discusses doing scrum well, velocity and production measurements and the next big challenge for Agile leaders.
This mini-book offers an easy to follow 10 step guide to taking the initial plunge and start using Lean principles to optimizing value and flow in your system. Each step consists of a section explaining “why” followed by examples of specific tools, practices and rules that have helped other teams better understand and optimize their system.
Scrum and Kanban are two flavours of Agile software development. So how do they relate to each other? Part I illustrates the similarities and differences between Kanban and Scrum, comparing for understanding, not for judgement.Part II is a case study illustrating how a Scrum-based development organization implemented Kanban in their operations and support teams.
For those getting started with Agile, this book offers a detailed first-person account of how one Swedish company implemented Scrum and XP with a distributed team of 40 people, and how they continuously improved their process over a year’s time.
This book guides the reader on crafting their own agile adoption strategy focused on their business values and environment. This strategy is then directly tied to patterns of agile practice adoption that describe how many teams have successfully (and unsuccessfully) adopted them. Business values are also a component of these patterns so your adoption is always focused on addressing your particular environment.
