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. It focuses on the general benefits, specific techniques and provides three more methods to experiment with peer feedback.
Agendashift is a values-based Kanban approach to organizational transformation, covering delivery, change and leadership. An interview with Mike Burrows on how Kanban and Agendashift can strengthen each other, making changes stick in organizations, the depth of Kanban survey, the value of Kanban practices, end-to-end process views, leadership, and doing sustainable change with Kanban.
The book Real World Kanban by Mattias Skarin provides four case studies where kanban is used to visualize, provide insight and improve product development. InfoQ interviewed Skarin about the essence of kanban and lean, why flexibility in organizations is needed, doing continuous improvement, how visualization can help to understand problems, and advice on how to get started with kanban.
In the book Leading the Transformation executives Gary Gruver and Tommy Mouser share their experiences with applying lean and agile development methodologies in enterprise development teams.
The book Save our Scrum provides advice for teams to implement Scrum. It explores what teams that are having difficulties doing Scrum can do to get out of trouble find better ways to use Scrum.
Telefónica adapted Lean Startup to their processes, culture and organization to make it work. A Q&A with Susana Jurado Apruzzese on innovation and creating digital products.
Rini van Solingen and Rob van Lanen wrote Scrum for Managers, a book providing answers for organizations that want to or are adopting Scrum.
In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how Kanban can be deployed to get change done in organizations and to build a culture of continuous improvement.
The "Lean Enterprise" book authors discuss how traditional management practices fail to balance innovation and product exploitation as they require very different sets of capabilities.
The book the coaching booster by Shirly Ronen-Harel and Jens R. Woinowski explores different coaching methods and practices and describes a framework for coaches to help people to reach their goals.
How the Dutch Railways made the transition from large use cases completely written before development to Use Case 2.0 and why this helps them to deliver apps faster and with the right business value. 1
While the "Agile" industry is busy debasing the meaning of the word, the underlying values are still strong. Dave Thomas suggests to stop using the word agile and switch to agility.