In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how Kanban can be deployed to get change done in organizations and to build a culture of continuous improvement. An interview on doing change in small steps, solving problems, using WIP limits, priorities and classes of service in Kanban, using the Theory of Constraints with Kanban, and getting results with Kanban.
An interview with Shirly Ronen-Harel and Jens R. Woinowski, authors of "The Coaching Booster", about why they based their book on lean and agile methods, why change needs to become an ingrained habit, how you can establish a rhythm of action, the value that a coachee can get from coaching, combining retrospectives with agile coaching, and what people can do to develop their coaching skills.
How can you get from high level system requirements (features/epics) to the right level of specification to enable agile development? This article describes how Dutch Railways made the transition from large use cases which were completely written before development, to “Use Case 2.0” and why this helps them to deliver apps faster and with the right business value.
While the "Agile" industry is busy debasing the meaning of the word, the underlying values are still strong. Dave Thomas suggests to stop using the word agile and switch to agility.
The book "the nature of software development" intents to help people to organize their thoughts about value and find ways to deliver value in software development.
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?
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.
The book The Software Craftsman contains stories, examples and practical advice for software developers and other project professionals to achieve technical excellence and customer satisfaction. 1
Telling stories can inspire people to make change happen in organizations. By co-writing the company’s future story you can embrace current strengths to explore future opportunities.
We are at a crossroads in the agile-adoption narrative. Agile started spreading “bottom-up”, then shifted from teams to executives and recently to consultancy for large enterprises. What will be next?
The three-horizons model explains how companies can work on the right things to ensure sustainable growth. Visual portfolio management can integrate the different types of work into a coherent system. 2
Brad Murphy talks about how traditional management can lead to disengaged employees, agile scaling, diagnosing the health of organizations and approaches for adopting agile and become more innovative.