As agile grows-out of its years of self-obsession and teenage petulance into a post-agile state, ‘Predictable Agile Delivery’ feels like a realistic goal that advantages both the business sponsor and their development stakeholders. This article share some ‘good, bad and ugly’ examples of practices that often work and some that always fail for improving large organizations.
Ultimate Software settled on Kanban as its scaled methodology which went hand-in-hand with the company’s culture of autonomy. Teams define their own process and apply policies specific to their own context. Through the innovative use of flow practices and principles, Ultimate has been able to achieve many of the benefits of a Lean-Agile implementation without the use of a heavyweight framework.
With a focus on the business case for a CQRS architecture, this article covers the core concepts of Command Query Responsibility Segregation, and contrasts them with a common, n-tier architecture. Benefits including scalability and maintainability are highlighted, which can reduce the total cost of ownership, and lead to an improved return on investment when choosing a CQRS architecture.
In the book How to Lead a Quest Jason Fox explores what can be done to develop insights for strategic decisions and innovation, and for driving progress and delivering value.
What makes an agile team successful is the way people develop an effective level of interaction. Growing agile means both focusing on culture, and on co-evolution of practices and tools. 2
The book Diving For Hidden Treasures by Johanna Rothman and Jutta Eckstein explores how projects become delayed and provides tools and methods to analyze and limit the costs of delay in projects.
The book achieving impact through engagement by Si Alhir and and Peter L. Simon explores models on employee and customer engagement to achieve impact in organizations based on increasing engagement.
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. 1
Hierarchical organizations can't react to new market opportunities and changes fast enough, this impedes the company’s survival in the long run. An interview on teamworking and increasing agility.
There is no one way to scale agile. In order to find the right way for you organizations you need to understand what you are trying to achieve and create a process that works to deliver that outcome. 3
This second article in a series on peer feedback loops explores the benefits and what is needed to realize peer feedback, an effective means to encourage a culture of continuous improvement.
Agendashift is a values-based Kanban approach to organizational transformation, covering delivery, change and leadership. An interview with Mike Burrows.