InfoQ Homepage Culture & Methods Content on InfoQ
-
/articles/book-creating-dojo/en/smallimage/CreatingYourDojo-l-1577172702676.jpg)
Q&A on the Book Creating your Dojo
Dion Stewart & Joel Tosi have written a book about creating a dojo to help teams get better at delivering software products. A dojo is an immersive learning environment where whole teams improve their practices on a range of skills. Dojos are more effective than traditional classroom learning because the whole team works together in the context of their own product and organization.
-
/articles/transformation-distributed-development-SAFe/en/smallimage/A-transformation-journey-for-a-distributed-development-organization-l-1577104654034.jpg)
A Transformation Journey for a Distributed Development Organization
Agile transformations are never easy, but are even more challenging than usual when it comes to geographically distributed teams. This article highlights experiences from Konica Minolta’s Workplace Hub program and shares the methods that helped them on their journey. It's about the organization, processes, but most importantly, about the people and the mindset.
-
/articles/sprint-product-goals/en/smallimage/Product-Goals-not-Sprint-Goals-l-1576514518297.jpg)
Product Goals, not Sprint Goals
There is a myth that Sprint Goals are a way to focus Scrum teams towards a common purpose, and without Sprint Goals, teams would end up building a disparate list of Product Backlog Items, every Sprint. This is in fact not only untrue, the reality is the exact opposite, that Sprint Goals are in fact a distraction and would only deliver parts of Product Goals.
-
/articles/architects-lean-influence/en/smallimage/How-SwissLife-France-Enterprise-Architects-Used-Lean-to-Raise-Their-Level-of-Influence-l-1575979100379.jpg)
How SwissLife France’s Enterprise Architects Used Lean to Raise Their Level of Influence
This article shows how Lean has been successfully applied to its own activities by an Enterprise Architecture team. Making the flow visible, loving problems and having fun solving them, and welcoming voice of the customer feedback were some of the practices that helped the team navigate the flow. Lean allowed them to better live to their purpose, both individually and as a team.
-
/articles/book-review-digital-experience-platforms/en/smallimage/QA-on-the-Book-Building-Digital-Experience-Platforms-l-1576141025766.jpg)
Q&A on the Book Building Digital Experience Platforms
The book Building Digital Experience Platforms by Shailesh Kumar and Sourabhh Sethii describes methods, techniques, and practices for using digital experience platforms (DXP) and provides a digital transformation case study from a banking application.
-
/articles/structure-process-rules-make-people-free/en/smallimage/How-Structure-Process-and-Rules-Make-People-Free-l-1574845571024.jpg)
How Structure, Process, and Rules Make People Free
There is a widespread belief that rules, structure and processes inhibit freedom and that organizations that want to build a culture of autonomy and performance need to avoid them like the plague. In this article, we want to debunk that myth. Nurturing a culture of freedom and responsibility at scale is an organizational design problem
-
/articles/kronos-manager-effectiveness/en/smallimage/interview-with-doctor-david-almeda-logo-small-1575645827121.jpg)
Great People Deserve Great Managers: Managers Effectiveness Index at Kronos Incorporated
Kronos transformed their managers’ capability by introducing a Manager Effectiveness Index (MEI), which consists of codifying the role of managers and measuring their effectiveness. The company turned their employees’ performance process upside down by asking their employees to rate their managers’ performance and effectiveness twice a year.
-
/articles/conference-recording-recommendations-2019/en/smallimage/infoq-conference-recording-recommendations-2019-small-1575390422291.jpg)
InfoQ Editors' Recommended Talks from 2019
As part of the 2019 end-of-year-summary content, this article collects together a list of recommended presentation recordings from the InfoQ editorial team.
-
/articles/infoq-2019-retrospective/en/smallimage/infoq-roundup-2019-logo-small-1575310425310.jpg)
InfoQ's 2019, and Software Predictions for 2020
We take a look back at what we saw on InfoQ in 2019, and think about what the next year might bring.
-
/articles/book-stages-psychological-safety/en/smallimage/The-4-Stages-of-Psychological-Safety-l-1574853807768.jpg)
Author Q&A: The 4 Stages of Psychological Safety
Dr Timothy Clark has published the book The 4 Stages of Psychological Safety in which he explores how psychological safety is enabled in groups and how they progress through the four stages of inclusion safety, learner safety, contributor safety and challenger safety and why achieving challenger safety is so important for creativity and innovation
-
/articles/the-flow-system/en/smallimage/The-Evolution-of-Lean-Thinking-Transitioning-from-Lean-Thinking-to-FLOW-Thinking-logo-1574777878042.jpg)
The Evolution of Lean Thinking - Transitioning from Lean Thinking to FLOW Thinking
The Flow System provides a re-imagined system for organizations to understand complexity, embrace teamwork, and autonomous team-based leadership structures. It is a holistic FLOW-based approach to delivering Customer 1st Value. It is built on a foundation of TPS and LEAN, plus a new triple helix structure known as the DNA of Organizations.
-
/articles/uncertainty-prediction-planning/en/smallimage/On-Uncertainty-Prediction-and-Planning-l-1574679545071.jpg)
On Uncertainty, Prediction, and Planning
This article describes the software industry’s dismal history with predictions and planning in the face of uncertainty. It details some of the reasons why we fail to learn from our repeated mistakes. It suggests alternative approaches that are based on learning and include the strategy of hypothesis testing (Hypothesis-Driven Development) for deciding which features to deliver.