InfoQ Homepage Continuous Improvement Content on InfoQ
-
How Agile Can Learn from Behavioral Economics
People often don’t decide and act rationally, according to studies from the area of behavioral economics. Pierre Hervouet describes how our brain takes decisions, talks about experiments on using personas and the IKEA effect and explains what we can learn from these experiments for agile software development.
-
Agile Teams and Managers can Collaborate to Solve Impediments
Impediments are issues that hinder agile teams. They are problems that teams are facing, which they need to solve. Managers can help agile teams in several ways to solve impediments.
-
Q&A with Andreas Schliep on ScALeD – Scaled Agile and Lean Development
The introduction and integration of agile approaches to an organization should be regarded and treated as an agile project itself says Andreas Schliep. An interview with Andreas about pitfalls when trying to scale agile, on ScALeD and how it compares to Agility Path, LeSS, SAFe and DaD, and on continuous improvement and scaling retrospectives.
-
Deploying Transparency and Self Regulating Management to Get Actions Done
At the Lean Kanban France 2014 conference Bjarte Bogsnes gave a keynote presentation about beyond budgeting. In his presentation he talked about the problems with traditional management and how transparency and self regulating management comes to the rescue, and the principles and practices of beyond budgeting.
-
Use Your Blockades to Sustainably Improve
Blockades in work, like insufficient information, unclear requirements or having to wait for tools or systems to become available can have a systematic cause. It could be the case that similar problems that block the team keep happening until the underlying causes are addressed. You can use your blockades as treasures of improvement to sustainably improve the way work is done.
-
Maturity Model for Continuous Performance Improvement
Martin Fowler, described Maturity Model as a tool that helps people assess the current effectiveness of a person or group and supports figuring out what capabilities they need to acquire next in order to improve their performance.
-
Huge Retrospectives with Online Games
Agile retrospectives are mostly done at the team level or at a project level. What if you need to conduct a retrospective with 50 teams or more? Luke Hohmann describes how a large scale agile transformation project did a huge retrospective to create insight on what was going well and what needed to be improved.
-
Agile and Lean Service Management for Enterprises
Agile software development or Scrum is not enough to make your enterprise truly deliver on the Agile promises, says Dave van Herpen. He suggests that IT service management should apply agile and lean practices combined with DevOps to improve collaboration throughout the entire enterprise.
-
Role of Managers in Agile Retrospectives
Agile teams use retrospectives to reflect upon their way of working. Since it’s the team’s own responsibility to continuously improve themselves they have to decide upon the actions that they will do. What can managers do to support their teams when they are doing agile retrospectives?
-
Concerns about Measuring Velocity for Team Improvement
Agile teams measure the velocity of their sprints. It helps them to plan and track their progress and provides insight for product owners to plan product releases. Can teams also use velocity data when they want to improve themselves? Several authors have written about velocity and shared their concerns on measuring velocity to improve the productivity of teams.
-
Having Actions Done from Retrospectives
Agile retrospectives help teams to find and do actions to improve continuously. There are different ways to do follow up on the actions and to evaluate if actions are leading to better team performance and more value delivered to customers.
-
The Habit of Improving
Agile is about a mindset and a contiguous improvement of everything said Yves Hanoulle. InfoQ did an interview with him about the habits that people have and what you can do to get into the habit of improving.
-
Supporting Personal Development in a Learning Organization
Organizations learn through their employees. To enable adoption of agile ways of working, organization have to support the personal development of their employees.
-
Benefits-led Process Improvement Using the CMMI
Achieving a maturity level is a target often used in CMMI based process improvement programs. It can be important for organizations to have insight in the relation between a maturity level and business goals, and to know the business benefits. An interview with Michelle Krupa on changing an improvement program from being CMMI Maturity Level based to a benefits led approach.
-
Interview with Kevin Behr on Continuous Improvement Kung-Fu
At the recent DevOps Days in New York, Kevin Behr, co-author of “The Visible Ops Handbook” and ”The Phoenix Project”, and Jesse Palmer gave a talk on how they instilled a continuous improvement culture into an operations team. InfoQ interviewed Kevin Behr to know more about the approach that was taken.