How can you get from high level system requirements (features/epics) to the right level of specification to enable agile development? This article describes how Dutch Railways made the transition from large use cases which were completely written before development, to “Use Case 2.0” and why this helps them to deliver apps faster and with the right business value.
The Scaled Agile Framework (SAFe) with custom modifications to it in accordance with Agile and Lean values helped Seamless Payments to go through a period of organizational growth and prepare for further growth. This article describes the change that was done using a slimmed down version of SAFe that still maintained its core ideas.
As agile software delivery practices and management evolve, so, too, do the roles. kanban has introduced the idea of managing flow, one of the method’s core practices. With talented developers, quality advocates and user-experience designers, teams know how to deliver valuable software. But as we improve service delivery using kanban, who manages flow?
Telling stories can inspire people to make change happen in organizations. By co-writing the company’s future story you can embrace current strengths to explore future opportunities.
InfoQ interviewed Klaus Leopold about using kanban for managing programs, connecting kanban boards on team and program level, managing work in progress across a delivery cycle and benefits of kanban. 1
This is a case story of how a supplier cooperated with a client to develop a huge project in an Agile way, by cutting it into smaller pieces and prepare a matching contract based on mutual trust.
Delivering the right products fast can be challenging, certainly when there are many unknowns along the way. If you want to build products fast you need to be able to learn fast and efficiently.
This article introduces the Oobeya methodology, a lean project management approach that can complement agile by keeping project teams tightly focused on customer satisfaction, time to market and cost. 2
This article discusses “human experience” testing and uses concepts from human computer interaction design theory to establish a framework for developing “human experience” test scenarios.
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.
Lisette Sutherland and Elinor Slomba are sharing stories on working in remote teams. They show how remote teams collaborate, bridge distance, build trust and get things done together.
Nadja Macht, Flow Manager and Coach at Jimdo, talks about balancing flow and slack time in teams, doing visual management with Kanban boards and deploying retrospectives for continuous improvement.