To be successful, a company needs to become an agile enterprise. In this article Dragan Jojic explores “the agility challenge”: A company where employees are able to sense and respond to external inputs without managers having to tell them what to do, know what they are trying to achieve, understand why, be able to decide by themselves how to best do it and genuinely care that it gets done.
At the recent Agile New Zealand conference Lee Thomas and Nick Cahill gave a talk titled the Self Organizing Organization in which they explained the journey that Fraedom has undertaken to empower teams and support true self organization rather than following an imposed agile method. Afterwards they spoke to InfoQ about the talk and their involvement in the transition.
At the Agile Open Northwest Open Space event Diana Larsen and James Shore led some discussions about the utilization and evolution of the Agile Fluency model. Afterwards Larsen spoke to InfoQ about her involvement with, and contributions to, the Agile community over the last 13 years and the fluency model.
Kent McDonald has written Beyond Requirements: Analysis with an Agile Mindset. The book focuses on the analysis activities in an Information Technology product development project.
Edwin Dando discusses the Transformation theme of the Agile New Zealand conference and how Agile ideas are taking hold outside of Information Technology
In this third article in the #noprojects series Evan Leybourn explains the importance of focusing on outcomes rather than activities in order to maximize value for the organization.
Erwin van der Koogh gave a talk at the Agile New Zealand conference in which he discussed the Seven Habits of Successful Organizations and how they enable business agility.
The idea of self-organizing teams has been called the secret sauce of agile development. This article describes a model of how to systematically develop healthy self-organization.
This article describes the challenges faced in starting a group of internal lean-agile coaches and some outcomes such as self-assessment radars, mentoring sessions, and a few lessons.
Boyan Mihaylov covers his experience when working with both traditional waterfall software architectures and agile ones. 11
This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.
This article discusses the evolution of software lifecycle and developer productivity. It explains how to leverage Agile & DevOps when scaling to large teams needed to build today’s complex software.