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.
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.
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.
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.
Many teams use the Definition of Done to check if a user story is finished and the product is ready to be delivered. But what about the user stories that a team receives from their product owner? Teams can check the quality of the user stories using a Definition of Ready.
US Department of Defense (DoD) is going agile with the help of Dr. Jeff Sutherland. DoD created a plan of IT modernization and started using new models of software acquisition.
In organizations that are adopting agile people sometimes state that the hierarchy should be abolished and that we should get rid of managers. They consider managers and hierarchy to be something that hinder self-organization of teams.
Agile coaches David Mole and Sandy Mamoli recently presented a talk to Wellington's Agile Meetup group on their successful experience with team self-formation and a big-bang migration to a Spotify-esque Squad Model at Trade Me, one of New Zealand's largest online brands. We catch up with them to understand their motivations and experiences in this endeavour.
Trust is a decision about your investment in the relation says Anko Tijman. Agile governance should be build upon trust. At the Agile Governance conference in Amsterdam Anko Tijman presented being in control through people. Governance is often based on analytical control using structures and models.
Larger organization often have the desire to use Scrum beyond the team level. This news explores some examples of what organizations do to adopt an agile way of working across the enterprise by scaling Scrum.
Enterprise Scrum Definition Release 1.01 released by Mike Beedle as business-oriented, scalable, general empirical management and execution framework.
Estimations are used by agile teams and product owners for prioritizing work and to plan releases of products. They can be done on different levels and in various ways.
Agile teams use retrospectives to reflect upon their way of working. Since it’s the team’s own responsibility to continuously improve themselves they have to decide upon the actions that they will do. What can managers do to support their teams when they are doing agile retrospectives?
Agile teams measure the velocity of their sprints. It helps them to plan and track their progress and provides insight for product owners to plan product releases. Can teams also use velocity data when they want to improve themselves? Several authors have written about velocity and shared their concerns on measuring velocity to improve the productivity of teams.