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Mastering Agile Testing

by Shane Hastie on  Mar 27, 2017 1

There is general acceptance that adopting agile development practices enables the speeding up of the delivery of software. Without incorporating quality assurance practices directly into the development process, product quality inevitably suffers. In order to consistently achieve high quality, both work practices and team roles need to change to build quality in rather than testing at the end.

Applying Hoshin Kanri at Toyota

by Ben Linders on  Mar 23, 2017

Toyota uses Hoshin Kanri to give direction on where they want to improve using Lean IT. Employees at various levels can exchange ideas about Hoshin items, and potentially get them approved by higher management. This approach makes results stronger and increases buy- in from the employees who contribute upfront.

Lean and Agile Culture at the Finnish Broadcasting Company Yle

by Ben Linders on  Mar 21, 2017

Scaling lean and agile is not a question of frameworks, it's about values, principles and mindset. At Yle the company management has been involved in the agile transformation by carrying out experiments, learning and doing; not by implementing frameworks. Magic happens when you work together with people in teams on all levels.

Learning to Become Agile

by Ben Linders on  Mar 18, 2017

The agile paradigm adapts processes to human nature, in contrast to the classical management approach which obliges team members to adjust to a particular development process. Bateson's learning model can help us to go from doing agile - following an agile method - to being agile - having your own agile identity and vision.

Inaugural Business Agility Conference Considered Successful

by Shane Hastie on  Mar 14, 2017

The inaugural Business Agility conference was recently held in New York. Over 330 people attended the sold-out event, and the response from participants and speakers emphasizes the importance of culture and mindset in adopting agile thinking across the whole organisation, and how important business agility is for success in today's volatile, uncertain, complex and ambiguous business environment.

Organizing Improvements with Lean Leadership at ING Bank

by Ben Linders on  Mar 09, 2017

It’s the manager’s job to organize improvements and to make sure that real learnings take place. For real learnings you must accept the unknown and move outside of your knowledge boundary. Agile, lean and continuous delivery help to boost your learning capabilities.

Overcoming Self-Imposed Limitations

by Ben Linders on  Feb 16, 2017

People can feel limited when challenged, which slows them down or keeps them from trying. It can be a real problem, but their fear might actually be in their imagination. Sometimes the only thing that's holding you back is yourself. Survival rules can hinder us- sometimes you have to break them.

Testing Challenges and Essential Skills for Testers

by Ben Linders on  Jan 26, 2017 1

Complex AI systems with non-deterministic outcomes pose challenges for testers and programmers. Such systems will increasingly become normal in high-impact, high-risk applications, argues Fiona Charles; testers should increase their capacity for thinking and learning and develop a number of personal strengths such as courage and good judgement.

Opinion: What 2017 Has in Store for Culture & Methods

by Shane Hastie Ben Linders Susan McIntosh Rui Miguel Ferreira Craig Smith on  Jan 11, 2017

We polled the InfoQ Culture & Methods editors for their takes on what 2017 has in store for the technology industry, what are the trends which we see coming to the fore and what the implications will be for organizations around the globe.

Applying Sociocracy 3.0 Patterns for Implementing Agile Practices

by Ben Linders on  Jan 05, 2017 4

Sociocracy 3.0 is an open framework which supports collaboration in agile organizations and helps them to continuously improve products and services. The framework provides patterns for activities like coordinating work, effective meetings, governance, and building organizations.

Survey Finds IT Still Not Aligned with Customer and Business Needs

by Shane Hastie on  Jan 04, 2017 4

The results of a survey, run by Tasktop using the Forrester Modern Application Assessment Tool, indicate that, despite the ongoing adoption of agile, lean, DevOps and other "modern" approaches, there is still a large gap between IT development priorities and the needs of customers and business people in many organisations.

When Strategy Stops Being Slow

by Rui Miguel Ferreira on  Jan 02, 2017

More and more we see the words Agile and Strategy mentioned in the same phrase or title. Tim Leberecht, author of the book “The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself”, wrote an article for the Harvard Business Review on how to make your strategy more agile and why decision making doesn’t have to be a slow process.

CA Technologies CEO Says "Built To Change is the New Paradigm"

by Shane Hastie on  Dec 08, 2016

CA Technologies CEO Mike Gregoire opened the recent CA World conference predicting that successful companies of the future will be “Built To Change” by putting software at the center of everything they do, and that they need to be "built to change" from the ground up with software as the primary enabler of competitive advantage. He gave examples of the impact of this disruption.

Stretching Agile in Offshore Development

by Ben Linders on  Nov 24, 2016 3

To remain agile while offshoring software development, you have to invest time to make agile practices work under conditions where they are not supposed to work. Giving up is often not an option; you need to stretch agile practices by going back to the principles and collaboratively find ways to scale them and make them work effectively in a distributed environment.

Talks at Better Software East / DevOps East / Agile Dev East 2016

by Abraham Marín Pérez on  Nov 18, 2016

The third and fourth days of the triple conference Better Software East / DevOps East / Agile Dev East held in Orlando, Florida, continued the trend established by the first two, with talks covering a wide range of topics but with a clear emphasis on testing. While days 1 and 2 were filled with half and full-day tutorials, days 3 and 4 were based on one-hour talks.

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