The biggest reason for adopting agile at scale is that despite the fantasy that a collection of agile teams will somehow organically integrate to deploy a program, that is not the reality. That’s why for larger dev/test outfits or projects, companies sometimes roll up individual agile teams into one agile environment at enterprise scale. Yousef presents lessons learned and words to the wise.
Self-organization is a modern management tool that replaces command & control as a method of creating teams and guiding them to deliver desired outcomes. The Triangle of Self Organization identifies three essential components needed to guide this process – goal, rules & tension - and shows how to choose them consciously to successfully use self-organization as a management tool.
The book More with LeSS by Craig Larman and Bas Vodde provides practices to create simpler and more flexible organizations, applying Scrum with many teams working on one product. More with LeSS is the third book on LeSS (see books on LeSS); it’s the most concrete and fundamental book to start learning about LeSS. The book also contains insights on experiences with LeSS adoptions.
To build a high performance organization via DevOps, one often needs to change the organizational culture. This case study shows how you can apply the competing values framework for culture change.
The Great ScrumMaster explores the ScrumMaster role and provides solutions for dealing with everyday and difficult situations. 3
In the book The Antifragility Edge Sinan Si Alhir shows how antifragility has been applied to help organizations evolve and thrive, and gives a roadmap for businesses to achieve greater antifragility.
Holacracy can be a complete replacement for the traditional management hierarchy and can significantly increase motivation and productivity in organizations working with Scrum.
it’s time to re-engineer our people not just our systems and processes. People Re-engineering inventively bundles what's needed to keep software people fit to meet their ever-growing challenges. 2
At the recent Agile 2016 conference, three coaches from CA discussed coaching the coaches, transforming CA to becoming an agile organisation, mixing cultures and future product direction.
Human teams are unique, non-linear and unpredictable, but given the right conditions, their output can become linear, scaled and predictable. Managers have an enabling role to play.
Many people find the world of Agile too full of fluffy and non-actionable advice. Campbell presents some ideas and tools you can try out immediately. 3
Digital manufacturers start with the customer and deliver creatively on market opportunities, whatever they happen to be. Profits are a consequence of providing value to customers, not the goal.