Agile coaches are not unfamiliar in working with management roles such as project managers and team managers to facilitate changes on team level. But now they need to facilitate change on management level, which completely changes the scope of the agile coach. This article helps agile coaches to understand the context of their target audience and formulate a coaching message matching that context.
This article shows an internally driven and remarkably smooth Kanban implementation approach which very quickly rewarded Siemens Health Services (HS) with real and sustainable improvements in predictability, efficiency and quality. It demonstrates the benefits of “flow” and its advantages in terms of actionable metrics and forecasting capabilities based on real data captured from recent releases.
Capers Jones wrote the book The Technical and Social History of Software Engineering in which he provides an overview of the evolution of information technology and software development. InfoQ interviewed Capers about advancements and events in software engineering and the effects that they have had on our society.
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.
The Lean Mindset by Mary and Tom Poppendieck is a collection of research results and case studies from companies applying lean in product development and delivery.
Technical Debt only describes the current quality of a system – and gives no advice how to handle it. This article introduces “Quality Investments” that guide improvements to the code base. 4
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. 1
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.
This paper from a group of UC Berkeley Extension Agile Management Program participants describes their experiences applying the agile values and principles to the design of a management curriculum.
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.
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.