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.
Have you ever seen a team perform so great that you wanted to join it? If you examine the values of such a team, you may discover a perfect balance of orientation on people and results. If you are trying to discover how far away your own team is from this state, read this article and try the exercises to find your own state of perfection.
InfoQ interviewed Dave Snowden about applying leadership models, the Cynefin model and how it can be used for capturing requirements, scaling agile, and sustainable change.
When scaling agile principles through rituals it's important to constantly evaluate and evolve those rituals. This article provides examples of experiments that focus on developing team behaviors.
Moving your release cadence from months to weeks is not just about learning Agile practices and getting some automation tools. It involves people, tooling and a transition plan. 2
This article explores how the Ericsson ICT Development Center Eurolab applies Kaizen and agile to develop products with around 100 professionals from all related development and product areas. 4
At the Agile Open Northwest Open Space event Diana Larsen spoke to InfoQ about her involvement with and contributions to the Agile community over the last 13 years and the fluency model.
In a futurespectives participants abstract themselves from the legacy of outstanding challenges, fly high dreaming the future to see itself in a year from now, and possibly derive some actions.
In the book exploring the practice of antifragility Si Alhir and Donald E. Gould collected experiences with and perspectives on applying antifragility.
This article describes the challenges faced in starting a group of internal lean-agile coaches and some outcomes such as self-assessment radars, mentoring sessions, and a few lessons.
This third article in a series on peer feedback loops explores how feedback can be used to encourage a culture of continuous improvement.