If organizations want to make informed management decisions to maximize the delivered value they will need to gather evidence about value says Gunther Verheyen. InfoQ interviewed Gunther about evidence based software management and finding evidence, how Scrum relates to evidence-based managing, challenges in scaling agile, and advice for enterprises that want to adopt Scrum.
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.
In agile software development feedback plays an important role. Many are aware how feedback supports dealing with changing requirements and adjusting the way of working in teams with retrospectives. But there is more that feedback can do in agile. “An effective feedback cycle in Scrum is more than having sprints and doing retrospectives” says Kris Philippaerts.
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).
When developers are promoted into a position leading the team, a different skillset is needed. InfoQ interviewed Patrick Kua, author of the book, Talking with Tech Leads, about the need for technical leaders, differences between the Scrum master and Tech Lead roles, leadership skills and what technical leaders can do to support people in developing their skills and abilities.
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.
Impediments are issues that hinder agile teams. They are problems that teams are facing, which they need to solve. Managers can help agile teams in several ways to solve impediments.
Agile was considered to be synonymous with innovation. However, Scrum Alliance co-founder Mike Cohn earlier criticized modern Scrum for focusing too much on meeting the time goals at the expense of exploring innovative solutions
This news describes usage of emotion cards as an effective tool in the toolbox of any scrum master, agile Coach or trainer. Emotion Cards are a set of cards showing common emotions like angry, anxious, confused, happy, sad, surprised, tired and worried.
Teams consist of individuals working together. Individuals have their own specific beliefs and perceptions. If you know where a person’s perceptions are coming from, you can better understand why they see things different than you do and behave in a certain way. Being able to understand people helps to find better ways to collaborate and communicate in teams.
Can you use evidence-based practices to test, validate & improve the way of working in an organization. Jo Martens from Nascom talked about prototyping your organization at the Dare Festival Antwerp 2014. He presented how they use experiments with evidence to do organizational change.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
At the Lean Kanban France 2014 conference Bjarte Bogsnes gave a keynote presentation about beyond budgeting. In his presentation he talked about the problems with traditional management and how transparency and self regulating management comes to the rescue, and the principles and practices of beyond budgeting.
In lean, we co-design and continuously improve processes and tools to better serve individuals and interactions said Claudio Perrone. Lean views problems as a gap between the current situation and the standard and expectation. Am interview with Claudio about problem solving and learning, and on tools that can be used to apply lean thinking for change in organizations.