The agile paradigm adapts processes to human nature, in contrast to the classical management approach which obliges team members to adjust to a particular development process. Bateson's learning model can help us to go from doing agile - following an agile method - to being agile - having your own agile identity and vision.
It’s the manager’s job to organize improvements and to make sure that real learnings take place. For real learnings you must accept the unknown and move outside of your knowledge boundary. Agile, lean and continuous delivery help to boost your learning capabilities.
Testers should be sharing stories and talking about the things they care about, to get people interested in what they are doing. The future of testing needs testers to think like marketeers. They can start by making or writing something such as a blog, article, talk, or video, and share it.
People can feel limited when challenged, which slows them down or keeps them from trying. It can be a real problem, but their fear might actually be in their imagination. Sometimes the only thing that's holding you back is yourself. Survival rules can hinder us- sometimes you have to break them.
Skill matrixes support self organization in teams and help to create intrinsic motivation, where people want to learn new things. They can show how cross-functional teams really function and provide insight into bottlenecks found in teams.
Giving teams autonomy to spend 10% of their time for learning reduces delivery time, increases quality, and increases motivation. The 10% rule gives teams full autonomy to work on things they consider important. It results in freeing up people's creativity and letting teams grow their potential.
The Spotify model can help you to understand how things are done at Spotify, but you shouldn’t copy it in your own organization. It changes all the time as people at Spotify learn and discover new things. There is no one way in which software is developed at Spotify.
Spotify wants to be really good at getting it wrong quickly and optimized for experimentation, said Marcus Frödin, director of engineering at Spotify. At Spark the Change London 2016 he presented a concept to learn from mistakes and breed success and gave examples of failures at Spotify and how they learned from them.
InfoQ interviewed Stephen Carver about how bringing in procedures and rules often doesn't help to prevent problems, enabling communication between engineers working in different companies, taking learnings from failure to a next level to prevent similar problems, and what engineers can do if they want to influence decisions on developing and releasing products.
A coachRetreat is a "safe to fail" learning platform where participants can try different approaches to coaching. In a coachRetreat participants explore the way that people interact in a given situation and can learn to view a situation from different perspectives to improve their coaching skills. An interview with Oana Juncu, Elad Sofer and Yves Hanoulle.
At the Agile Testing Days 2015 Richard Bradshaw explored how using the term “test automation” is restricting teams in exploiting the benefits of automation. InfoQ interviewed Bradshaw about the difference between testing and checking and why they are both important, how automation can support testing, using automation frameworks, and why we should always focus on the testing problem.
Odile Moreau presented a case study of a big insurance company who started their Agile journey with Kanban for IT Hosting teams at the Lean Kanban Benelux 2015 conference. InfoQ interviewed her about the situation at the insurance company, what made them decide to choose Kanban, how teams use Kanban to manage flow and coordinate, and asked her to share learnings from this Kanban journey.
An interview with Andreas Schliep and Peter Beck about why internal coaches and facilitators are important when organizations want to increase their agile maturity, advantages and disadvantages of working with external coaches, how internal coaches contribute to agile adoption, what internal coaches and facilitators can do to be ready to work effectively, and qualification of internal coaches.
Should you rebuilding or refactoring software?An interview with Wouter Lagerweij about what it is that makes refactoring so difficult, if rebuilding software is less risky than refactoring, and how continuous delivery fits with rebuilding software.
ICAgile founder Ahmed Sidky recently spoke at New Zealand’s annual AgileNZ conference on the topic of attaining institutional and individual Agility. InfoQ catches up with Ahmed Sidky to discuss ICAgile's raison d’être and how they continue to develop an open model for learning.