This is a story about four cross-functional scrum/DevOps/feature teams delivering and managing a business-critical 24/7 system used by vessel-traffic services operators and many other users, a compendium of topics that derive from our more than four years of agile and scrum practices at the Port of Rotterdam, one of the world's busiest ports.
The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean. An interview about the different agile methodologies that were covered, on using agile for innovation and how events where organizations share their experiences can help the industry to adopt agile practices.
Swiss Railways (Schweizerische Bundesbahnen, SBB) employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. The evolutionary nature of Kanban gained traction with early quick wins and resulted in better management and greater responsiveness to change. This is a brief report of their two year journey.
A lot of the pain that large and medium-sized organizations are facing boils down to scaling. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. 1
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 15
Do you find it hard to say no when others ask you for help - even when you are already too busy? In this article, we examine the problem of chronic overcommitment, what causes it and some solutions. 2
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2
Agile and CMMI complement each other well. Big organizations with self-organized teams can achieve technical maturity levels, by using a common metalanguage and a good-practices catalog. 1
Federal Government projects are known for being large and lasting a long time. Some projects go through repeated resets. OPM decided to learn from the past and do things differently.
JetBrains is one of the few companies that thrives selling developer tools. In this interview you get some insight in their strategies, current and new products and future plans. 5
This article combines the case-study experience of the author and a general decision-making framework for agile teams facing the challenge of introducing a new technology, mid-stream in a project. 5