Good leaders create an environment where self-organizing teams can thrive and create great products and services to delight their customers: that is what Ole Jepsen explains in this interview. At the XP Days Benelux conference he talked about truly leading people and the subtle but important differences between taking and giving control.
Some 80% of all improvement and change programmes fail: they did not achieve the expected results, the investment in the change programme was greater than the value achieved, “improvements” were seen as mostly bureaucratic, or changes were abandoned soon after the implementation. Intelligent Evolution ensures long-term business success rather than short-term satisfaction of a standard or theory.
The book change artistry is a collection of essays from Esther Derby, Don Gray, Johanna Rothman and Gerald M. Weinberg. The essays cover a variety of topics to support professionals in developing their organizational change skills.
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.
Developers hate writing down anything that isn’t code. But there are times on a project when a little documentation can go a long way. In this article, we discuss when and why to write things down. 5
PROspectives help us to reflect more often, independently of acute, unexpected problems and without time pressure, to uncover ideas for future improvements. 12
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