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.
The book Liftoff, Second Edition by Diana Larsen and Ainsley Nies, provides practices and insights for chartering teams by understanding their needs, building trust, and defining how they will interact in the team and align with other parts of the organization. It's a book for Agile coaches, Scrum masters or agile product and project managers to help teams to understand the why behind the work.
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
With the fast-pace of cloud changes, cloud lock-in remains a popular refrain. But what does it mean, and how can you ensure you're maximizing your cloud investment while keeping portability in mind?
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.
It makes no difference how hard you try- some form of lock-in is unavoidable. What matters most is understanding the layers of lock-in, and how to assess and reduce your switching costs.
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