Gerald Weinberg shares his observations of the agile movement "where it came from, where it is now, and where it's going" in the book Agile Impressions. In the book he explores the agile basics and principles, discusses how he has seen them being violated, and offers ideas and examples for applying the agile principles.
The book More Fearless Change: Strategies for Making Your Ideas Happen by Mary Lynn Manns and Linda Rising provides patterns that can be used to drive change in organizations in a sustainable way. It contains updated descriptions of the 48 patterns from the book Fearless Change and provides 15 new patterns.
Working remote can give you freedom and independence as you can work when and where you want. But working alone and being distant from people can result in loneliness and make you feel disconnected. 2
With the emergence of the WebRTC API standard, developers without any experience in telecommunications technology are enabled to easily integrate real-time comms into their applications.
Culture plays an important role in organizational change. Successful agile adoption tends to depend on the ability to change culture by making the culture explicit and becoming more conscious of it.
This article summarizes the key takeaways and highlights from QCon London 2015 as blogged and tweeted by attendees.
Due to globalization and supply chain management, a single company cannot operate on its own anymore. This article provides models to help you to get insight in the relationships with your partners.
In the age of globalisation, building an agile team can be challenging – thankfully, here’s your non-PC (but culturally sensitive) guide on creating an agile environment “outside the sweet spot”. 1
In the third article of the Conversation Patterns for Software Professionals series Michael focuses on how to use questions consciously and how to manage the conversation flow. 2
In this article Sandy Mamoli shares the top 5 Kanbanfor1 related insights she has gained from using, coaching and presenting Kanbanfor1 during the last four years. 26
All too often we that the business people we deal with do not know what they want, Michael presents some more ideas on how to talk to them and how to explore their needs.