Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
As the need for software products and services increases organizations look for ways to increase their capacity. Often organizations decide to scale up by adding more people. Some question this approach and suggest alternative ways to be able to deliver more software without adding people.
At DevOpsDays Amsterdam, Mark Coleman asserted that all organizational's cultural changes start with one person influencing another. He finds that Charles Handy's writings on power and influence help on understanding how an organizations works and how one can go on to change it. Mark discussed Charles Handy's six sources of power and six methods of influence.
Roman Pichler shared his views on product owner’s participation in sprint retrospective to increase collaboration with development team.
On the first day of DevOpsDays Amsterdam 2014, bol.com, an online store, reported its experiences in its DevOps journey. Full automation, careful team building and an agile mindset that cross-cuts the organisation were the keys to success. RunDeck, Puppet, Hiera and Nagios enable bol.com to build and monitor a full working environment in under two hours, in a fully automated fashion.
In organizations that are adopting agile people sometimes state that the hierarchy should be abolished and that we should get rid of managers. They consider managers and hierarchy to be something that hinder self-organization of teams.
Agile coaches David Mole and Sandy Mamoli recently presented a talk to Wellington's Agile Meetup group on their successful experience with team self-formation and a big-bang migration to a Spotify-esque Squad Model at Trade Me, one of New Zealand's largest online brands. We catch up with them to understand their motivations and experiences in this endeavour.
Software development can be viewed as collaborative knowledge work. Such a view calls for different ways to manage organizations and the people who work in it. Bob Marshall wrote several blog posts about the antimatter principle. InfoQ interviewed him about this principle and the practices to use it to attend to the needs of people.
Software delivery in a modern company requires autonomy to make releasing software easy. Niek Bartholomeus gave the presentation orchestration in meatspace at the DevOps Summit in Amsterdam where he discussed how can we change enterprises from orchestration to a more autonomous approach, in order to speed up the feedback cycle from idea to production.
Trust is a decision about your investment in the relation says Anko Tijman. Agile governance should be build upon trust. At the Agile Governance conference in Amsterdam Anko Tijman presented being in control through people. Governance is often based on analytical control using structures and models.
At the DevOps Summit in Amsterdam Harm Boertien presented how OSS can help to embed a DevOps culture. He explained how Schuberg Philis shares software/cookbooks inside and outside of the company and showed how this is beneficial for them and brings benefits to the industry as a whole.
In the article culture is the true north Arne Roock talked about the “feel good manager”: a role which helps to foster and grow the culture in an organization. InfoQ talked with Magdalena Bethge, Feel Good Manager at Jimdo, about supporting the culture and collaboration, happiness, and helping employees to find their work-life balance.
Organizations can work with agile coaches for the adoption of agile. Coaches use conversations to support people in the organization to change their way of working. Which practices do you use in agile coaching conversations?
Coaching and mentoring can help organizations in adopting agile. But they only work if people are open to help. What makes it that people sometimes do not allow coaches to help them? What can you do to encourage helpful behavior in organizations?
Daniel Schauenberg described at QCon London how Etsy, renowned for its DevOps and Continuous Delivery practices, does 50 deploys/day. A fully automated deployment pipeline, thorough application monitoring and IRC-based collaboration are all important to achieve this rate of change while keeping risk to a minimum. Etsy has about 60 million monthly visits and 1.5 billion page views per month.