This first article in the series on the Kanban “nine values, three agendas” model, explores the sustainability agenda: a common approach to Kanban adoption at the level of individuals and teams, often motivated by the need for relief from unsustainable practices and workloads. This sustainability agenda draws on the Kanban values transparency, balance, and collaboration.
For lots of reasons, most developers hate writing down anything that isn’t code. The Agile Manifesto deemphasizes documentation, but there are times on a project when a little documentation can go a long way. In this article, we will explore why collaboration over comprehensive documentation shouldn’t mean “NO” documentation – and when you should stop coding and start writing things down.
We can view situations in our work as opportunities from which to learn how to better handle similar situations in future, by looking back and asking “How will I deal with future situations like this to improve my results?” PROspectives help us to reflect more often, independently of acute, unexpected problems and without time pressure, to uncover ideas for future improvements.
The concept of walls as information radiators and communication tools is central to the agile mind-set. Using the right wallware and the information they provide can make or break an agile team. 1
This is the 4th article in a series about Open Agile Adoption, looking at an opt-in approach to achieve sustainable organisational transformation.
InfoQ did an interview with Simon Brown about sustainable competence for continuous improvement, balancing people and processes, and software quality and architecture.
How to use The Agile Fluency model: a way of thinking about and planning investments to create the conditions of Agile that best fit your development effort, business need, and customer value.
This is the 3rd article in a series about Open Agile Adoption, looking at an opt-in approach to achieve sustainable organisational transformation.
This is the second in a series of articles which examine a new approach to organizational change: Open Agile adoption based on invitation and engagement rather than mandate and instruction from above
Great projects rely on commitment from individual team members, teams and projects: Agile teams committing based on business needs and their capabilities, and delivering against those commitments.
Agile adoption is struggling - organisations mandate agile practices expecting teams to change their way of working but the changes don't seem to be sustainable. This article examines why.
A question that often comes up on Performance Management – Agile talks about team performance so why am I measured on individual goals which have little to do with team performance? 4