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  • 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

  • Learning and Liminality in Agile Adoptions

    In this 4th article in the series about Open Agile Adoption Dan Mezick presents an approach to take advantage of the natural stress that come about when making change in organisations to help achieve sustainable agile transitions.

    Dan Mezick
    on Nov 16, 2013

  • Interview with Simon Brown about Sustainable Competence

    Why are some teams successful while others are less than stellar? Can teams use processes to do their work? How can managers help teams to become better? And do we need incentives to improve the quality of software? InfoQ did an interview with Simon Brown about sustainable competence for continuous improvement, balancing people and processes, and software quality and architecture.

    Ben Linders
    on Nov 14, 2013

  • Agile Fluency: Finding Agile That's Fit-for-Purpose

    The Agile Fluency model is a way of thinking about and planning investments to create the conditions of Agile that best fit your development effort, business need, and customer value. James Shore and Diana Larsen described it in the 2012 article "Your Path through Agile Fluency". This article by Diana aims to helps you to use the Agile Fluency model effectively.

    Diana Larsen
    on Nov 12, 2013

  • An interview with Vasco Duarte and Jason Little on Lean Change Management by Happy Melly Express

    Change agents need a “constant stream of high-quality content to support their work” as Vasco Duarte from Happy Melly states. InfoQ did an interview with him on a new publishing business that aims to connect authors with their audience in a sustainable way, and with Jason Little, an author that will be publishing about Lean Change Management.

    Ben Linders
    on Nov 07, 2013

  • Scrum Master: Position or Role?

    Scrum common wisdom says a Scrum delivery team needs a dedicated Scrum Master (SM). For new teams, this make sense. But as teams mature, do they still need a dedicated SM? Can an SM have multiple teams? Can the team assume the role within themselves? This article proposes that for mature teams, a dedicated SM is no longer needed.

    Brian Lawrence
    on Nov 05, 2013

  • Open Agile Adoption in Theory

    In this 3rd article in the series about Open Agile Adoption Dan Mezick presents the theoretical background to the approach and explains why the techniques described in the other articles work to help achieve sustainable agile transitions.

    Dan Mezick
    on Oct 25, 2013

  • DevOps - Pivoting Beyond Pockets

    Traditional Infrastructure Operations roles are no longer scaleable. The traditional system admin or the network engineer or the engineering roles such as storage engineers are rapidly changing. The difference between a developer and operations engineer are becoming more and more invisible and will eventually dissolve. This is part of a massive shift in the IT Infrastructure Industry.

    Kamal Manglani Gerald Bothello
    on Oct 22, 2013
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