John Kordyback explains why you should and how you can introduce Continuous Delivery into a typical enterprise, where dozens of systems adopted over the years generate massive complexity. Learn how value-stream mapping and Lean Startup thinking help to create a deployment process which serves as a solid foundation for further improvements on the whole software change lifecycle.
Lean has proved to be instrumental in moving beyond Agile to set up a practice of continuous improvement with direct effects on team performance and engagement. Making a clear distinction between bugs and problems has proved to be instrumental in this improvement.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. Presented are four qualities that Sandvik IT identified as key when setting-up relevant, and long-term, kanban systems in the enterprise: Stickiness, Clarity, Curiosity and Influence.
This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda: the humane, start with what you do now approach to change.
Philipp K. Janert explains how to reliably auto-scale systems using a reactive approach based on feedback control which provides a more accurate solution than deterministic or rule-based ones.
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2
This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda: a much more outward-looking approach to change.
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.
PROspectives help us to reflect more often, independently of acute, unexpected problems and without time pressure, to uncover ideas for future improvements. 12
Schools use Scrum to help self-organized student teams to learn more effectively and develop themselves in an enjoyable way. An interview with people involved in teaching with Scrum.
Enterprises want to understand customer needs and deliver products that create value. How Yammer test their business customer hypotheses, and why they focus on the architecture of their products.
The essence of software engineering introduces the Software Engineering Method and Theory (SEMAT) initiative which self-organizing teams can use to adopt agile and lean software development practices. 1