Moving from traditional project management to agile is a paradigm shift. From push to pull systems from a control-and-command culture to a trust culture where authority is delegated. A good structure with some control mechanisms will most likely help you get the wanted results quicker. This article discusses the role that management plays in organizations that have decided to adopt agile.
InfoQ reached out to "Continuous Delivery and DevOps: A Quickstart Guide" book author Paul Swartout in order to find out what have been the major changes in this space (and in the book) in the last couple of years. Swartout shares his view on cultural challenges to DevOps adoption and how the rise of mobile and microservices impacts Continuous Delivery approaches, among other topics.
There’s no reward for being a Scrum or kanban shop if we are not delivering value to customers. We see virtually no impact of agile or lean on the bottom line of success rates of improvement initiatives, because organizations often look for recipes. We need to change our mindset, and focus on the principles that people follow and values they share and the bigger whole: organizational culture.
Benjamin Wootton, DevOps consultant, shares his view of the DevOps landscape in 2015. What's the low hanging fruit to kickstart DevOps transformations, how to leverage cloud and containers and more. 1
Dominik Maximini researched the cultural aspects of organizations that use Scrum and published his findings, principles for implementing Scrum and suggestions on how to apply them, and a case study.
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?
Culture plays an important role in organizational change. Successful agile adoption tends to depend on the ability to change culture by making the culture explicit and becoming more conscious of it.
The book Conscious Agility (Conscious Capitalism + Business Agility = Antifragility) describes a design-thinking approach for business to benefit from uncertainty, disorder, and the unknown.
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.
How can established organizations avoid being disrupted into oblivion? Dan Prager explores cultural barriers to learning and improvement, and gives a guided tour of helpful models and approaches. 2