InfoQ Homepage Culture & Methods Content on InfoQ
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Build Quality In Book Review and Interview
Book review and interview with Steve Smith and Matthew Skelton, authors of "Build Quality In", a collection of experience reports (including their own) on Continuous Delivery and DevOps initiatives, by authors ranging from in-house technical and process leaders to external consultants implementing technical and organizational improvements.
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Innovation at Telefónica with Lean Startup
Creating digital products is different from building traditional telco products: the uncertainty is much higher, the way of creating value for the customer is totally different and lifecycle is much faster says Susana Jurado Apruzzese. Telefónica adapted Lean Startup to their processes, culture and organization to make it work.
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Pragmatic Technical Debt Management
Identifying and resolving issues pertaining to technical debt often takes a back seat since development teams prefer to develop new features rather than perform refactoring to repay technical debt. The article emphasizes the need for a balance between feature development and technical debt repayment and outlines pragmatic strategies that software projects could adopt to manage technical debt.
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Book Review and Author Q&A on Scaling Agile: A Lean JumpStart
Sanjiv Augustine is the author of Scaling Agile: A Lean JumpStart, a short and informative book about scaling Agile methods. It covers an essential set of Lean building blocks as a starting foundation for larger Agile scaling frameworks, including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and Disciplined Agile Delivery (DAD).
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Q&A on the Scrumban [R]Evolution
In the book “The Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban" Ajay Reddy describes what Scrumban is, explores the principles and theories on which it is based, and shows how Scrumban can be deployed in organizations.
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Four Must-Have Rules for Scaling Enterprise Agile
Agile methodologies long ago proved their efficiency with small co-located teams. But when it comes to moving past team level to organizational scale, Agile practices are up against enterprise development realities like distributed teams, multi-component projects and traditional resource management. No organization is too big, complex or distributed, but they must follow these simple rules
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Article Series: Patterns of DevOps Culture
Healthy organizations exhibit similar patterns of behavior, organization and improvement efforts. In this series we explore some of those patterns through testimonies from their practitioners and through analysis by consultants in the field who have been exposed to multiple DevOps adoption initiatives.
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Linda Rising on Continuous Retrospectives
At the recent Agile Australia conference Linda Rising spoke to InfoQ about adopting an experimentation mindset and running continuous retrospectives in a team.
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Leadership, Mentoring and Team Chemistry
How does fire fighting compare to DevOps? Michael Biven, team lead at Ticketmaster, shares important lessons on leadership, mentoring and team chemistry from his experience as a fire fighter.
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Why Agile Didn’t Work
Why Agile didn't work? In this article Ping discusses the pyramid structure of the 12 Agile principles and the managerial and technical support you need to provide for Agile to work. She uses real-life examples to illustrate some common issues encountered in implementing Agile, and offers some solutions on how to detect and fix these issues.
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A Conversation with James Shore on Agile Fluency and Let's Code Javascript
At the recent Agile Australia Conference James Shore gave a keynote talk and a workshop on Agile fluency. He spoke to InfoQ about his work on agile fluency, teaching and building tools for test driven development in javascript.
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Drive: How we Used Daniel Pink’s Work to Create a Happier, More Productive Work Place
The story of using Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We actively translated his principles into real strategies, trials and experiments which we carried out across the organisation. Some things worked and somethings didn’t, but overall we significantly increased motivation and saw remarkable rises in productivity.