The Lean Mindset is a collection of research results and case studies from companies applying lean in product development and delivery. A lean mindset according to Mary and Tom Poppendieck is about “developing the expertise to ask the right questions, solve the right problems, and do the right thing in the situation at hand”.
Why do we promise more than we can deliver? Why do we say yes when we are already too busy? Chronic Overcommitment is a pervasive problem in the IT industry. In this article we take a look at the behaviors that drive over commitment and the dynamics at play in your organization the make it a difficult problem to solve. Finally, we offer some advice to those who suffer from this affliction.
What happens when a director of a consulting company decides to drastically change the culture? At the Agile Tour Brussels conference Jan de Baere presented the why and how of a company that adopted agile, the journey that they went through, and how it came to a sudden end. InfoQ interviewed him about the agile change approach, culture and trust, and the lessons learned from an agile journey.
Creativity is a powerful motivator for individuals and teams and it can be taught, trained, and enhanced. Here are some techniques for enhancing creativity that you can use in your team’s workshops.
The book change artistry is a collection of essays from Esther Derby, Don Gray, Johanna Rothman and Gerald M. Weinberg. It supports professionals in developing their organizational change skills.
This first article in the series on the Kanban “nine values, three agendas” model, explores the sustainability agenda: a common approach to Kanban adoption at the level of individuals and teams.
Developers hate writing down anything that isn’t code. But there are times on a project when a little documentation can go a long way. In this article, we discuss when and why to write things down. 5
The concept of walls as information radiators and communication tools is central to the agile mind-set. Using the right wallware and the information they provide can make or break an agile team. 1
How to use The Agile Fluency model: a way of thinking about and planning investments to create the conditions of Agile that best fit your development effort, business need, and customer value.
Great projects rely on commitment from individual team members, teams and projects: Agile teams committing based on business needs and their capabilities, and delivering against those commitments.
Agile adoption is struggling - organisations mandate agile practices expecting teams to change their way of working but the changes don't seem to be sustainable. This article examines why.
A question that often comes up on Performance Management – Agile talks about team performance so why am I measured on individual goals which have little to do with team performance? 4