Ordinariness in leadership can help us to accomplish extraordinary results, argues agile/lean coach Katherine Kirk. Several more people have explored approaches that suggest to rethink leadership and go back to behaviour basics for leading people. Although these approaches are about small ordinary things, their effect may cause a revolution in the way organizations are being managed.
Alistair Cockburn recently posted his viewpoint on the history of the Agile Manifesto, from the perspective of one of the original authors and signatories. He encourages readers to understand the perspective taken at the time by the authors, and also to explore the ongoing work of many of the original signatories. The original authors explicitly refuted the idea of rewriting the manifesto.
People stopped seeing the need to define the architecture or do software design due to incorrect interpretation of the agile manifesto, argued Simon Brown. Many software developers don’t seem to have a sufficient toolbox of practices and the software industry lacks a common vocabulary for architecture. A good architecture enables agility with just enough up front design to create firm foundations.
At the recent Agile 2016 conference Lee Cunningham, VersionOne’s Senior Director of Enterprise Agile Strategy, spoke to InfoQ about scaling agile, expanding agile beyond IT, identifying value and the direction of the VersionOne platform.
At the sixth ‘Agile on the Beach’ conference, held in Cornwall, UK, several leading practitioners of agile software delivery presented the state-of-the-art and emerging trends within this domain. Key takeaways included the value of the scientific method to drive change; the use of Continuous Delivery (CD) for improving safety and speed; and the power of cognitive bias during the user testing.
Increased throughput, reduced code complexity, less production incidents, shorter deployment cycles and higher happiness in teams; these are some of the benefits that the agile transformation at Barclays has delivered. Within the first year of the transformation, which is based on Disciplined Agile, more than 800 teams adopted agile making this one of the largest agile implementations.
Box has open-sourced their continuous localization platform, Mojito. The product consists of a CLI that collects and integrates strings for translation and a web app that provides an interface for translators to keep track of their work.
Cross-cultural team building enables collaboration and teamwork in dispersed or distributed agile teams. You need to invest to get the best out of a dispersed team. An exploration about what is needed to make agile work with dispersed or distributed teams.
Data science is about the data that you need; deciding which data to collect, create, or keep is fundamental argues Lukas Vermeer, an experienced Data Science professional and Product Owner for Experimentation at Booking.com. True innovation starts with asking big questions, then it becomes apparent which data is needed to find the answers you seek.
Continuous deployment results in a higher sense of responsibility and better quality of deployments, argues Paul de Raaij, technical pathfinder at Coolblue. Coding standards prevent your code base from becoming a mess, automated inspections are great for tedious and boring checks, and manual checks are great for checking if the logic or use of code actually makes sense.
Tom Clark, head of common platform at ITV, talked at the past DevOps Enterprise Summit 2016 in London on how their cloud platform has served as a medium for spreading DevOps practices and way of working across the entire organization, as well as how to grow a team of "smart and kind" engineers around it. In this Q&A Clark talks about ITV's DevOps journey, challenges faced and the road ahead.
The 11th annual state of agile survey is open through October 7, 2016. The survey explores the worldwide adoption of agile.
Good engineering practices are the tools that help agile teams to deliver shippable products. Although many engineering practices have proved to be effective, they are not as widely used as they should be. Agile anti-patterns like the software testing ice-cream cone, accumulating technical debt and functional silos prevent teams from delivering a potentially releasable product.
At the Agile 2016 conference Andy Hircock, Mike Lowery, and Rob Vandenburg, discussed how they transitioned to persona-based teams, instead of feature or component based, and how they used this to help teams keep focused on their customers despite significant growth.
The survey on Agile Manifesto 2.0 investigates whether the Manifesto for Agile Software Development is still relevant and effective in today's environment. Kamlesh Ravlani, an Agile / Lean Coach and Scrum Trainer, created this survey to gain insight into the need for change in the Agile Manifesto. The survey is open to anyone who has experience with and an opinion about the Agile Manifesto.