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InfoQ Homepage Business Value Content on InfoQ

  • Q&A on the Book Agile Enterprise

    In the book Agile Enterprise, Mario Moreira explores the end-to-end and top-to-bottom view needed to run an effective agile enterprise, focusing on the needs of customers and employees. He explains how cutting-edge and innovative concepts and practices can be incorporated into a robust agile and customer value-driven framework.

  • Q&A on the Book It's All Upside Down

    In the book It's all Upside Down, Paul McMahon provides stories from software development teams supported by upside down principles and coaching tips for applying them. He explains how you can use Essence to improve processes leading to better organizational performance.

  • Q&A with Ash Maurya on Scaling Lean

    In the book Scaling Lean, Ash Maurya explores how entrepreneurs can collaborate with stakeholders to establish a business model for a new product or service using Lean Startup principles. It builds on top of his first book, Running Lean, showing how to use experiments, measure business progress, and scale your startup.

  • Automation and Lean: Scaling up the Lean Value Chain

    While lean principles enable us to be effective and innovative everywhere we work, finding automation opportunities across every technology and customer focused processes can unlock bigger potential for repeatedly delivering value to customers. This article shows how Ericsson applied lean principles in IT service delivery for automating manual repetitive tasks to improve quality and efficiency.

  • Predictable Agile Delivery: The Executive Challenge

    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 shares some ‘good, bad and ugly’ examples of practices that often work and some that always fail at improving large organizations.

  • Ultimate Kanban: Scaling Agile without Frameworks at Ultimate Software

    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.

  • CQRS for Enterprise Web Development: What's in it for Business?

    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.

  • Q&A with Jason Fox on How to Lead a Quest

    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. The book provides approaches and rituals for asking deeper, bigger questions and slow, thorough thinking, creating options and designing experiments for dealing with complexity, ambiguity and uncertainty.

  • Growing Agile… Not Scaling!

    What makes an agile team successful is not the “process” nor the “tools” but rather the way people develop an effective level of interaction with each other. Growing agile means both focusing on culture, and on co-evolution of practices and tools.

  • Q&A with Johanna Rothman and Jutta Eckstein on Cost of Delay

    The book Diving For Hidden Treasures - Uncovering the Cost of Delay in Your Project Portfolio 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.

  • Q&A on Achieving Impact through Engagement

    The book achieving impact through engagement by Si Alhir and and Peter L. Simon explores two models on employee and customer engagement: The Ownership Pyramid (TOP) and Artful Agility or Actions-Intentions-Results (AIR). Together these models can be used to achieve impact in organizations based on increasing engagement.

  • The Agility Challenge

    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.

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