Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
The Agile Australia 2014 conference was held in Melbourne, Australia last week. Over 950 people from all around Australia, New Zealand and beyond attended this annual event. The theme of this year’s conference was Embracing Disruption, there were 41 sessions covering five broad topic areas.
Track topics have been finalized for the 8th annual QCon San Francisco (Nov 3-5, 2014). Registrations for the event - which has been completely sold out for the past three years - are up 875% compared to the same time last year. Register before Jul 26th and save $700.
Project Management Institute recently published software extension to the PMBOK Guide Fifth Edition. It includes mapping and replacing traditional approaches with their agile alternatives to ease the transition from traditional to agile methods.
Group performance reviews, bonuses and rewards in agile teams to promote team culture.
As the need for software products and services increases organizations look for ways to increase their capacity. Often organizations decide to scale up by adding more people. Some question this approach and suggest alternative ways to be able to deliver more software without adding people.
Results of sixth-annual CMO’s agenda, “The Agile Advantage,” a qualitative survey assessing the role and responsibilities of the chief marketer have been released by marketing strategy consultancy CMG Partners.
Jan-Joost Bouwman and Mark Heistek, from ING Retail Banking Netherlands, presented at Devopsdays Amsterdam how a CMMI-ITIL organization transitioned to a more agile mindset. Somewhat unusually in this kind of sessions, ING presented quantitative evidence of the improvements, such as a marked increase in the number of changes deployed to production and a decrease of the risk value per change.
Node Security Project has been quietly working at improving Node.js security for a few months now. The project has the goal of auditing Node.js existing module base to help "improve Node landscape and provide confidence to developers and enterprises about the state of security in Node.js land."
At DevOpsDays Amsterdam, Mark Coleman asserted that all organizational's cultural changes start with one person influencing another. He finds that Charles Handy's writings on power and influence help on understanding how an organizations works and how one can go on to change it. Mark discussed Charles Handy's six sources of power and six methods of influence.
Changing role of traditional managers in agile projects explained by Robert Galen and Zappos approach of halocracy organizational model.
Roman Pichler shared his views on product owner’s participation in sprint retrospective to increase collaboration with development team.
On the first day of DevOpsDays Amsterdam 2014, bol.com, an online store, reported its experiences in its DevOps journey. Full automation, careful team building and an agile mindset that cross-cuts the organisation were the keys to success. RunDeck, Puppet, Hiera and Nagios enable bol.com to build and monitor a full working environment in under two hours, in a fully automated fashion.
Several authors discussed the importance of training for the success of agile adoption. Teams usually receive training when organizations are adopting agile. The question is how much and what kind of training and coaching is needed for the managers to make an agile transformation succeed.
Hiren Doshi recently published a post on his blog about Anonymous Retrospectives, a technique suggested for agile teams to maximize the feedback gathered during retrospective meetings.