Last January, the OutSystems R&D group introduced a new team, called DevOps. Now that the team has been working together for a few months, we thought it would be a good time to reflect on the journey so far and share it with the community. The article explains how we organized ourselves, shares some data from our first project and presents some of the major lessons we learned along the way.
This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement. Starting with a problem statement and some background on feedback, followed by explaining why metrics and meetings are not enough, the article describes the first three methods on how to design and facilitate peer feedback sessions.
InfoQ interviewed the authors of fifty quick ideas to improve your retrospectives about why they wrote the book and how ideas are described, when you can do retrospectives, what facilitators can do to establish safety, why facilitators should not be the ones who solve problems, celebrating successes, good practices for getting actions done, and the value that teams get from doing retrospectives.
Experienced Scrum Masters explain how they define and measure their own personal success as Scrum Masters, and share their lessons learned about how to achieve success.
With desired agile team traits like self-organising, role blurring and skill diversification, do we still need Test Managers in agile? How are the activities which have long made up the role divested?
Brad Murphy talks about how traditional management can lead to disengaged employees, agile scaling, diagnosing the health of organizations and approaches for adopting agile and become more innovative.
In the book Reinventing Organizations Frederic Laloux researched 12 organizations who use fundamentally new ways to manage work and their employees.
This article provides a holistic approach to scaling Scrum. It is based on LeSS, amending it to better face the challenges of large projects. 5
Shared leadership is a modern and exciting way to lead and manage. The goal of sharing authority within a team of leaders is to maximize the use of all capabilities and ideas in the organization.
The book Management 3.0 Workout by Jurgen Appelo contains games, practices, stories and tools that can be used to improve management in organizations.
The third article from a series on Leading Self-Organising Teams covers what it means to lead a self-organising team.
The second article from a series on Leading Self-Organising Teams discusses why we need self-organising teams. 2