Portia Tung answers questions about her "build your own adventure" book - The Dream Team Nightmare. Aimed at agile coaches and teams it presents a variety of scenarios for the reader to navigate by making choices at the end of each section. Some of these choices result in success and some expose various failure modes which the reader can examine and learn from.
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.
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.
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 14
InfoQ interviewed Capers Jones 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. 1
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.