Scrum helps us to see what is happening. We can run experiments in Scrum sprints to improve the way of working using organizational models that help us to reinvent organizations in a way that “agile” becomes natural says Olaf Lewitz. InfoQ interviewed him about how to de-scale organizations and increase consciousness and how to create a culture that enables and fosters honest communication.
“An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace” says Scott Ambler. InfQ interviewed Scott about the reasons why agile projects are failing, how to increase budgets for building new systems, disciplined DevOps, harmonizing agile and lean, and on coaching for enterprise agility.
When you want to scale agile you have to view it as “a way of doing things, a mindset and a culture for the whole company” says Christoph Mathis. To scale agile you need to change the culture to achieve a learning organization.
The Disciplined Agile Delivery (DAD) framework is a process decision framework with end-to-end strategies for delivering solutions. InfoQ interviewed Mark Lines about the deploying the Disciplined Agile Delivery framework, how it support continuous delivery and DevOps, how DAD relates to the Scaled Agile Framework (SAFe).
The Agile Consortium Belgium together with UNICOM is organizing the Scaling Agile for the Enterprise 2015 congress in Brussels, Belgium. InfoQ interviewed Arie van Bennekum and Jan de Baere from the Agile Consortium about activities organized by the Agile Consortium, issues that the software industry is facing with agile scaling and stories from enterprises that have successfully scaled agile.
The Scaled Agile Framework (SAFe) provides practices, roles activities and artifacts for applying Lean and Agile development at enterprise scale. InfoQ interviewed Dean Leffingwell about deploying the scaled agile framework, building cross functional agile teams and aligning teams, the people part of SAFe and the principles of lean and agile leadership.
The introduction and integration of agile approaches to an organization should be regarded and treated as an agile project itself says Andreas Schliep. An interview with Andreas about pitfalls when trying to scale agile, on ScALeD and how it compares to Agility Path, LeSS, SAFe and DaD, and on continuous improvement and scaling retrospectives.
When organizations decide to scale agile they can be looking for agile ways to define strategies, manage direction and sustain alignment. Deploying and stay aligned, is today's challenge said Pierre Neis. At the Lean Kanban France 2014 conference Pierre showed how using Hoshin Kanri has helped global players in their lean agile transition.
Teams can share their experiences with other teams and coaches through storytelling. Agile coaches can facilitate a process of sharing experiences to empower teams and help them becoming self-organized said Patrick Steyaert and Wim Bollen. They showed a technique based upon archetype construction to draw learning’s from team stories which teams can use to design and travel their own agile journey.
Sometimes organizations that are adopting agile complain that they didn't get the benefits that they expected to get out of it. One of the possible reasons could be that insufficient attention has been given to performing the technical practices that support the agile values and principles.
Successful adoption of agile is related to the approach that is used to introduce changes in the organization. Organization can do a top down “mandated” implementation or use a different approach. Kanban can be used as a way to kick start agile, allowing teams to opt-in to agile practices when they feel ready for it to create a sustainable new way of working .
Management can get the feeling of losing control when their enterprise adopts agile and starts deploying self-organizing teams. Procedures, review boards and consultation bodies can become superfluous when switching to an agile approach, but they may not realize that, says Marcel Heijmans. Trying to regain control with additional planning can make things worse, causing "death by planning".
Agile retrospectives are mostly done at the team level or at a project level. What if you need to conduct a retrospective with 50 teams or more? Luke Hohmann describes how a large scale agile transformation project did a huge retrospective to create insight on what was going well and what needed to be improved.
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.
How can you make a company grow without sacrificing it’s culture? InfoQ talked with Fridtjof Detzner, co-founder of DIY website creator Jimdo, about how Jimdo started and scaled up using agile and why Jimdo uses kaizen and retrospectives to improve continuously.