Ultimate Software settled on Kanban as its scaled methodology which went hand-in-hand with the company’s culture of autonomy. Teams define their own process and apply policies specific to their own context. Through the innovative use of flow practices and principles, Ultimate has been able to achieve many of the benefits of a Lean-Agile implementation without the use of a heavyweight framework.
Katas are great for learning new skills or to improve existing ones but don't address the intensity we face at work when there is a raging fire such as a deadline, release date, fixing a bug in huge legacy code, etc. This article covers the skills of good developers and highlights changing your training approach to improve your skills for high-intensity and challenging environments.
Flow Debt is a leading indicator that provides a view of what is happening inside a delivery system; an important metric for improving software development. This article provides an example how a metric like Flow Debt can be used improperly, i.e. out of their domain, or properly, i.e. context aware usage of Flow Debt with an IT operations team.
InfoQ ran a series of interviews during the DevOps Enterprise Summit 2015, focusing on the DevOps transformations that many corporations are currently undertaking.
This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement.
Peter Neumark found a new world when he moved from a DevOps infrastructure team to a Lean product team.How to experiment frequently while keeping operational performance? Platform teams to the rescue!
The book Fifty Quick Ideas to Improve Your Tests provides suggestions that cross functional teams that are doing iterative delivery can use to manage and improve their testing activities.
Little’s Law helps teams that use user stories for planning and tracking project execution, with a project buffer to manage inherent uncertainty of a fixed-bid project and protect its delivery date. 4
With talented developers, quality advocates and user-experience designers, teams know how to deliver valuable software. But as we improve service delivery using kanban, who manages flow?
"Scrum Shortcuts Without Cutting Corners" by Ilan Goldstein is a must read book that delivers real world examples on how to effectively implement and embed Agile in your team or organisation.
This article explains why it is inherently wrong to set up software metrics to try and 'improve' the software development process, and offers some alternatives. 3