The Four Spheres of Lean and Agile Transformation book by Thomas P. Wise and Reuben Daniel, is based on how management should create an organizational environment to implement Agile. They talk about the Agile readiness in the organization and how to begin a Lean or Agile implementation journey.
An interview with Shirly Ronen-Harel and Jens R. Woinowski, authors of "The Coaching Booster", about why they based their book on lean and agile methods, why change needs to become an ingrained habit, how you can establish a rhythm of action, the value that a coachee can get from coaching, combining retrospectives with agile coaching, and what people can do to develop their coaching skills.
This article describes the change that was done to support growth at Seamless Payments, based on Agile and Lean values and using a slimmed down version of SAFe that still maintained its core ideas. 7
Mark Levison recently wrote a blog on “Scrum Alone is Not Enough”, which is the first blog of a series to uncover various Agile patterns.
Peter Neumark found a new world when he moved from a DevOps infrastructure team to a Lean product team.How to experiment frequently while keeping operational performance? Platform teams to the rescue!
Dean Leffingwell’s “Leading SAFe LiveLessons” - training videos are based on Lean-Agile transformation concepts at enterprise level.
Claudio Perrone talks about continuous evolution, servant leadership, popcorn flow (continuous evolution through rapid experimentation), and doing experiments to make change more continuous.
Finding ways to eliminate root causes of delays can improve flow. This article discusses clustering blockers and provides ways to prioritize blockers that have most impact or are the quickest wins.
How do you get good flow? A common scenario in a software company is that too much is going on at once. We need a shift in mindset, to go from focus on resource efficiency to focus on flow efficiency.
With talented developers, quality advocates and user-experience designers, teams know how to deliver valuable software. But as we improve service delivery using kanban, who manages flow?
There’s no reward for being a Scrum or kanban shop if we are not delivering value to customers. We need to change our mindset, and focus on the principles that people follow and values they share. 1