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  • Is 2019 the Year Agile Transformation Will Finally Work?

    Dave West talks about what Agile adoption and Agile Transformations may look like in 2019, considering factors like the economy, the role of management, the importance of organizations being people centric and how value streams should be inclusive of all elements to deliver value

  • How to Slow Down to Go Faster Than Ever in Software Development

    Going fast without control could be the biggest enemy of software development. By slowing down on people, we improve professionalism and craftsmanship. By slowing down on process, we improve adaptation and efficiency. And by slowing down on product, we improve automation and quality. When we focus on these areas, we start to cultivate a development culture enabling software development fast.

  • Q&A on the Book Digital Transformation at Scale

    The book Digital Transformation at Scale by Andrew Greenway, Ben Terrett, Mike Bracken and Tom Loosemore, explores what governmental and other large organizations can do to make a digital transformation happen. It is based on the authors’ experience designing and helping to deliver the UK’s Government Digital Service (GDS).

  • Applying Agile for Developing Industrial Machinery

    This is the story of a company developing industrial machinery products that became an organization with cross-functional teams using agile. Most important to their success are the people, from the new roles of product owner and scrum master, adapted to the industrial context, to the development teams that are learning self-organization, and the stakeholders involved in supporting the teams.

  • CA Technologies' Agile Transformation: A Firsthand Perspective

    Agile may not be capable of solving every last problem, but it can go a long way in preparing businesses for disruption and delivering a host of agile-based competitive advantages. Since CA began practicing agile at scale and business agility, we’ve made it easier for leaders, lines of business and teams to work together – and with our customers – on a global scale.

  • Agile Implementation from a Manager's Perspective

    “Perfect is the enemy of good”, so why change something that is working? In this article, based on a true story of agile implementation, you can find answers to the questions: why are managers afraid of letting their waterfall teams become agile? What could your manager’s dilemmas be when working in waterfall environment? So, to change or not to change?

  • Managing to the Next Century - The Five Big Things for Agile Transitions

    This article explores the key things to think about and prepare for when your organization is transitioning to an agile approach. He emphasizes the importance of supporting and protecting agile culture, self-organization, managing with outcomes, removing sources of waste and delay, and measuring and improving value delivered with frequent feedback.

  • Mapping the Market for Agile Coaches

    In July, 2018 five agilists, including the two authors of this article, met in San Francisco to map the market for agile coaches. We met because the market appears to be very strong over the short-term but weak over the long-term. This article is the result of that investigation, it discusses how much agile coaches make, where they work, and what the future holds for the agile coaching market.

  • Author Q&A - A Guide to Distributed Agile Framework

    InfoQ contributors and distributed team experts Hugo Messer, John Okoro and Savita Pahuja have expanded on their articles and minibook on working effectively in distributed teams and published a book titled Distributed Agile Framework. They present a framework for distributed organisations and teams who want to use an agile approach to delivering customer value.

  • Agile in the Context of a Holistic Approach

    In this article Jon Kern, co-author of the Agile Manifesto, describes a set of critical practices that serve to build up a holistic view of the project, from which all else proceeds. Fail to do a good job at taking the systems view, and your project will likely not go as well as it could. It might even fail.

  • Scaling Autonomy at Zalando

    Autonomy isn't something you can just give to a team, it’s something that teams learn and earn over time. It has to come with accountability to amplify working towards a purpose. At Zalando, creating the right architecture and organizational structure reduced the amount of alignment needed and freed up the energy to be more thorough where alignment is needed.

  • Scrum The Toyota Way

    Toyota Connected uses Scrum combined with the Toyota Production System to deliver Lean Production, enabling teams to deliver rapid PDCA cycles. Scrum of Scrums, Meta Scrum, and the chief product owner, are some of the approaches used to scale Scrum for multiple teams and products. Agility is not the goal. It’s a result, an outcome.

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