A lot of the pain that large and medium-sized organizations are facing boils down to scaling. It is not difficult to have 5-10 people working together in one room. However, as your business becomes more successful and your hiring increases, you will start to see problems. 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. Presented are four qualities that Sandvik IT identified as key when setting-up relevant, and long-term, kanban systems in the enterprise: Stickiness, Clarity, Curiosity and Influence.
This article shows an internally driven and remarkably smooth Kanban implementation approach which very quickly rewarded Siemens Health Services (HS) with real and sustainable improvements in predictability, efficiency and quality. It demonstrates the benefits of “flow” and its advantages in terms of actionable metrics and forecasting capabilities based on real data captured from recent releases.
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
This short article is a first-person case history of someone taking up Agility for the first time. It covers the problems and reactions that are common to most teams and most developers. 13
Olivier Mallassi shares a story of a typical software development project, some typical problems and what he learned from Tom Demarco about addressing those problems, and an alternative story.
This article ties a rather abstract and developer centered concept (story points) to the real world of business (spreadsheets and ledgers). Making this connection is essential for management. 5