Andrew Craddock will give a talk at the Agile Governance conference May 13 in Amsterdam about properly governed Agile projects. InfoQ did an interview with him about what agile governance is and why you need to embed governance practices into your agile development process.
When defining a business case for adopting agile, the question can arise how you can measure the business value that can be delivered using agile software development.
Entrepreneurs using lean startup can work with investors to raise capital for their business. Business plans from lean startups often differ from traditional startups and lean startup encourages learning from failure and to pivot, which might scare off investors. Can entrepreneurs and investors together use the lean startup approach to do fundraising?
Experimentation using for instance lean startup can help you learn about your customers and find out which features and product would be valuable. The value however comes from building products and actually delivering them to customers. You need to find ways to balance between experimentation and delivery.
Several approaches exist to improve software development, among them are agile and lean. Managers have to decide which approaches to deploy in their organization. Approaches can also be combined depending on the problems that need to be solved. InfoQ interviewed Régis Medina about combining agile and lean, focusing on people and learning.
Regularly doing agile retrospectives helps teams to learn and improve themselves. You can make retrospectives more effective by adding purposes and by validating if your retrospective actions are leading to improvement with the usage of hypotheses.
Achieving a maturity level is a target often used in CMMI based process improvement programs. It can be important for organizations to have insight in the relation between a maturity level and business goals, and to know the business benefits. An interview with Michelle Krupa on changing an improvement program from being CMMI Maturity Level based to a benefits led approach.
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.
Mobile Backend as a Service provider AnyPresence continues to hone their chops. Launching the fifth update to their self-titled platform geared for the enterprise. Co-founder Rich Mendis provides some insights for InfoQ readers…
Coming to decisions about which products to build or which features to add to existing products can be difficult. The lean startup approach can help to get insight into the needs of customers, and to build a sustainable business around a set of products and services that serves those needs. How can enterprises adopt the lean startup approach to become more innovative and competitive?
Projects and product development is one long series of difficult decisions, says Pascal Van Cauwenberghe. Real Options can help you to take the right decision at the right time, even under difficult circumstances. At the Agile Tour Brussels conference, Pascal presented stories of his experiences with using real options in decision taking.
Enterprises want to increase their capability to deliver value to customers in less time. Many adopt agile software development to iteratively develop and deliver software solutions. Lean startup aims to support developing new businesses and products. Several authors shared their views on how combining agile and lean startup methods can be beneficial.
Teams sometimes consider to skip a retrospective meeting, when they feel time pressure, or do not see direct benefits of doing one. Next they question themselves if they have to keep doing retrospectives? Agile retrospectives help teams to learn and improve continuously, and there are valid reasons to keep doing them also with mature teams.
To stay competitive, enterprises look for ways to do innovation inside their organization. A first step can be to make time available which people can use to think about new products and services and discuss ideas and develop concepts, for instance with a dedicated “full-time” innovation team, by arranging frequent innovation time-slots, or by organizing short and intense innovation workshops.
The principle of “responding to change over following a plan”, is it a strength or a flexibility that can’t work in practice? For example, what about agile projects that had difficulties managing changes and customers who expect too much flexibility? Can agile not live up to its promises, or is it the way that teams and organizations have adopted agile that is causing the problems?