What exactly do we have to do to capitalise on self-organisation? How can we best support our teams? What special kind of leadership is needed? The third article from a series on Leading Self-Organising Teams covers what it means to lead a self-organising team.
In this IEEE article, authors provide an overview of current technologies for crowdsourcing in software development. They talk about the requirements, current practice and trends in collaborative platforms.
Change is the only constant in our world and “business agility” is demanded. Our old maps for running organisations are no longer valid; we need new ones based on systemic thinking. This second article from a series on Leading Self-Organising Teams discusses why we need self-organising teams.
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.
This first article from a series of on Leading Self-Organising Teams explores what self-organising teams are. 3
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.
Rally Software and Carnegie Mellon's Software Engineering Institute (SEI) are researching the impact of agile software development practices. An interview wit Larry Maccherone and Jim McCurley. 1
An interview covering what Software Engineering Method and Theory (SEMAT) initiative adds to agile and how SEMAT can be used when organizations adopt agile.
An interview with Tim Ottinger and Ruud Wijnands about the way that organizations adopt agile, services provided by the industry, and the importance of technical practices and craftsmanship in agile.
Once the cultural DevOps transformation is under way, how can teams shipping cloud (or on-premises) applications use the full suite of DevOps technologies to simplify delivery and management at scale? 2
Keith Richards looks at how to succeed with agile in a distributed context. His findings are sometimes surprising and he asserts that to some extent nearly all work is ‘distributed’ in some form.
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.