Human teams are unique, non-linear and unpredictable, but given the right conditions, their output can become linear, scaled and predictable. Managers have an enabling role to play: encouraging the development of predictability; understanding the needs of their teams; and rolling-up their sleeves to clear the blockages themselves or by escalating the problem promptly and responsibly.
Katas are great for learning new skills or to improve existing ones but don't address the intensity we face at work when there is a raging fire such as a deadline, release date, fixing a bug in huge legacy code, etc. This article covers the skills of good developers and highlights changing your training approach to improve your skills for high-intensity and challenging environments.
Software engineering today is every bit as much about the people as it is about technology - empowered teams don’t appear overnight. We need to oil the wheels of collaboration so they roll smoothly. Here, Matthew Skelton and Victoria Morgan-Smith discuss how to use internal conferences to boost your organisation’s social capital, the currency by which relationships flourish and businesses thrive.
This article provides an example how a metric like Flow Debt can be used improperly i.e. out of their domain, or properly i.e. context aware usage of Flow Debt with an IT operations team. 3
Nick Tune explores what the Government Digital Service (GDS) has achieved in the UK in becoming a world-leading digital-by-default government and shares what isn’t working so well in government IT. 4
Communities of practice have specific applications in agile organisations: scaling agile development and allowing individuals to connect with others who share similar concerns.
Our efforts to improve software development face the question what to focus on. We can’t be predictable if we are not adaptable. What we really need is to be predictably adaptable.
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
Team that perform great have a perfect balance of orientation on people and results. This article provides several exercises to explore how your team is doing and find your own state of perfection.
Thiago Almeida from Microsoft shares how adopting DevOps practices resulted in better engineering and happier teams, and the lessons learned in that journey. 1
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.