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3 years of Kanban at Sandvik IT: The Story of an Improvement Journey

This is the story of an enterprise-wide Kanban implementation. It explains why Sandvik IT chose the Kanban method; how it was deployed using a kick-start concept; how it was followed-up using a depth-of-kanban assessment; and the effects so far. The article includes links to concrete and step-by-step information on how to run these kick-starts and assessments

Christophe Achouiantz
on Feb 10, 2014
Leveraging the Practice of "Being Agile" to Design an Agile Management Curriculum

This article by a group of UC Berkeley Extension Agile Management Program participants describes one approach to communicating and enhancing the exceptional value possible when the practice and personal experience of Agile values and principles is used as a foundational Agile Management curriculum element, enabling effective adaptation and application of Agile practices in many contexts.

Susan Berry Nadine Kabbara Randall Thomas Balasubramanian Swaminathan Christian Jackson
on Feb 06, 2014
Interview with Jan de Baere about the Rise and Fall of an Agile Company

What happens when a director of a consulting company decides to drastically change the culture? At the Agile Tour Brussels conference Jan de Baere presented the why and how of a company that adopted agile, the journey that they went through, and how it came to a sudden end. InfoQ interviewed him about the agile change approach, culture and trust, and the lessons learned from an agile journey.

Ben Linders
on Feb 03, 2014
Kanban’s service orientation agenda

This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda. Building on the sustainability agenda, this agenda adds the values of customer focus, flow, and leadership. Individually, each of these brings some challenge; collectively, they can represent to a significant sense of direction, a much more outward-looking approach to change.

Mike Burrows
on Jan 29, 2014
The Neuroscience of Agile Leadership

Why does having the overview and influence make us feel rewarded? How do we adapt better to change? And how can we shift mindsets to become more Agile? Find out from breakthrough research in neuroscience why all the "soft, people stuff" around Agile works, how we can help people adapt better to change, and how we can influence real mindset shifts in an organization.

Jenni Jepsen
on Jan 23, 2014
Interfacing between Linear Waterfall and Agile Approaches

Michael discusses ways to integrate agile & scrum approaches with linear management styles often required to achieve organizational control in large complex environments. He talks about how to achieve an Agile PMO and how it can be applied in environments which are not naturally perceived as being agile-friendly.

Michael Nir
on Jan 21, 2014
Interview with Ole Jepsen on Leadership in Agile

Good leaders create an environment where self-organizing teams can thrive and create great products and services to delight their customers: that is what Ole Jepsen explains in this interview. At the XP Days Benelux conference he talked about truly leading people and the subtle but important differences between taking and giving control.

Ben Linders
on Jan 20, 2014
The Sustainability Agenda in Kanban

This first article in the series on the Kanban “nine values, three agendas” model, explores the sustainability agenda: a common approach to Kanban adoption at the level of individuals and teams, often motivated by the need for relief from unsustainable practices and workloads. This sustainability agenda draws on the Kanban values transparency, balance, and collaboration.

Mike Burrows
on Jan 06, 2014
Tracking Schedule Progress in Agile

The challenge of knowing whether we are on track to deliver haunts projectmanagers and developmentmanagers at various levels as their organizations take on agile approaches to product and project development. Driving towards smaller work items and lower work in process brings the benefits of both better project risk management as well as more effective agile execution and learning.

Yuval Yeret
on Jan 01, 2014
Spreading CMMI Practices among Agile Teams in Big Organizations

Agile methodologies have become mainstream because they provide a better fit to the modern, changing software world. CMMI is a cross-organizational approach which has proven successful in terms of quality assurance and cost when executed properly. Big organizations with self-organized agile teams can achieve technical maturity levels, by using a common metalanguage and a good-practices catalog.

Nicolás Afonso Alonso
on Dec 16, 2013
DevOps @ large investment bank

This article is part of the “DevOps War Stories” series. In each issue we hear what DevOps brings to a different organisation, we learn what worked and what didn’t, and chart the challenges faced during adoption. This time a very personal story on introducing a DevOps mindset at a large bank. In particular how the automation of configuration and release management processes enabled collaboration.

Niek Bartholomeus
on Dec 11, 2013
Author Q&A and Book Excerpt: Directing the Agile Organisation

Evan Leybourn has written a book titled Governing the Agile Organisation in which he presents ideas about using agile approaches to management and a number of case studies on how the techniques have been applied in a number of disparate organisations.

Shane Hastie
on Nov 29, 2013

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