Change is the only constant in our world and “business agility” is demanded. Our old maps for running organisations are no longer valid; we need new ones based on systemic thinking. This second article from a series on Leading Self-Organising Teams discusses why we need self-organising teams.
When assessing technology that empowers a DevOps transformation, it’s easy to focus in on the headline capabilities (“configuration management!”) and miss out on the bigger picture. How can teams shipping cloud (or on-premises) applications use the full suite of DevOps technologies to simplify delivery and management at scale? This article classifies and explains key enabling technologies.
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”.
Do you find it hard to say no when others ask you for help - even when you are already too busy? In this article, we examine the problem of chronic overcommitment, what causes it and some solutions. 2
What happens when a director of a consulting company decides to drastically change the culture? An interview on the change approach, culture and trust, and 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. 2
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.