Lean, agile and Lean Startup can strengthen each other for driving improvement. Lean Pilots, a data-driven improvement framework for removing major cross-functional organizational impediments, has been used to drive internal continuous improvement.
Yuriy Koziy, delivery manager at GlobalLogic, argued at the Agile Eastern Europe 2016 conference that organizational change should start at the team level rather than in senior management. He formed a group of like-minded engineering managers and agile coaches who act as change agents, transforming the organization bottom-up from the inside.
Jez Humble talked about organizational obstacles to moving fast at scale and how to address them at the GOTO Berlin 2015 conference. InfoQ interviewed him about how we can focus on value, why having a shared understanding of an artifact can be very valuable, removing waste and discovering the needs of customers quickly with low costs, and how to use the concept of improvement kata.
We want customer sentiment to drive product development. Hypothesis proven by experiments are the best to discover customer sentiment. That's how Stuart Frisby, principal designer at booking.com, argued for extensive use of A/B testing to the OSCON attendees in Amsterdam. Frisby explained what A/B testing done right looks like, what common mistakes to avoid and when A/B testing is not appropiate.
In innovation the mantra "fail fast" is often used to explain that people should quickly try out ideas and then learn from the things that fail to develop new products and services. Some people challenged the need for failure and have come up with alternative approaches for effective innovation.
The AXA Digital Agency deploys the Lean Startup approach, using design thinking, minimum viable product development and growth hacking, to innovate and support the digital transformation at AXA. An interview with Yves Caseau about the importance of innovation, adopting a lean startup approach, learnings from minimum viable products and growth hacking and advice for starting an innovation journey.
At Craft Conference in Budapest, Dan North and Jessica Kerr presented a keynote session which cautioned developers that complexity is often found outside of the code. The key messages included: identify and manage areas of complexity; treat learning as a first-class citizen; focus on working to sustainably minimise lead time to business impact; and nurture a supportive team and community.
Lego Serious Play facilitators share their experiences of using Lego to create Business Model Canvas.
Tester should go beyond their testing discipline and go into the organization. By asking questions they can start a movement that increases product quality and helps organizations to become more successful as Mike Sutton explained in his closing keynote at the Agile Testing Day Netherlands 2015 about test beyond quality – beyond software.
Organizations are looking for ways to do continuous change to increase their agility. There’s an interest in practices that managers can use to make change happen in their organizations. InfoQ interviewed Jason Little about his book on lean change management, what inspires him, and on using options and innovative practices in change.
In lean, we co-design and continuously improve processes and tools to better serve individuals and interactions said Claudio Perrone. Lean views problems as a gap between the current situation and the standard and expectation. Am interview with Claudio about problem solving and learning, and on tools that can be used to apply lean thinking for change in organizations.
To thoroughly remove waste in a process you need flow to deliver just in time, and mindfulness and situational awareness in organizations to handle problems with processes and built in human intelligence. Organizations apply concepts from flow to develop what is needed and when it is needed and use pull to prevent inventories. What they also need is “Jidoka”: mindfulness and situational awareness.
Rod Johnson, co-founder of SpringSource and now an independent investor, shared some of the lessons learned while growing Spring as a business during his keynote at GOTO Amsterdam 2014.
Developing and delivering products which customers don’t want and for which there is no market can be costly. Agile can help you to efficiently develop products, but you need to know what to build. How can you find out which products your customers need?
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.