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  • Ultimate Kanban: Scaling Agile without Frameworks at Ultimate Software

    by Steve Reid Prateek Singh Daniel S. Vacanti on  Nov 27, 2016 1

    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?

    by Andrei Kaminski on  Sep 22, 2016

    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 and Book Review on Liftoff, Second Edition

    by Ben Linders on  Sep 10, 2016

    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.

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

Posted by Ben Linders on  Jul 29, 2016

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.

Growing Agile… Not Scaling!

Posted by Andrea Tomasini Dhaval Panchal on  Jul 27, 2016

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

Article Series: Cloud and "Lock-in"

Posted by Richard Seroter on  Jul 01, 2016

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?

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

Posted by Ben Linders on  Jun 16, 2016

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.

Everything Is “Lock-In”: Focus on Switching Costs

Posted by Richard Seroter on  Jun 08, 2016

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.

Q&A on Achieving Impact through Engagement

Posted by Ben Linders on  Apr 25, 2016

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.

The Agility Challenge

Posted by Dragan Jojic on  Feb 04, 2016

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

Building Flat Organizations with Cross-functional Teams and Fewer Managers

Posted by Ben Linders on  Nov 30, 2015

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.

The Right Way to Scale Agile: Scaling Value Delivery over Process

Posted by Suzie Prince on  Nov 16, 2015

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

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