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Book Review and Author Q&A on Four Spheres of Lean and Agile Transformation

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.

Savita Pahuja
on Aug 22, 2015
Q&A with Jez Humble, Joanne Molesky and Barry O’Reilly on Lean Enterprise

The "Lean Enterprise" book authors discuss how traditional management practices fail to balance innovation and product exploitation as they require very different sets of capabilities.

Manuel Pais
on Aug 20, 2015
Q&A on “The Coaching Booster”

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.

Ben Linders
on Aug 10, 2015
Downscaling SAFe

The Scaled Agile Framework (SAFe) with custom modifications to it in accordance with Agile and Lean values helped Seamless Payments to go through a period of organizational growth and prepare for further growth. This article describes the change that was done using a slimmed down version of SAFe that still maintained its core ideas.

Tomek Pająk Mikael Lundgren
on Jul 29, 2015
Scrum Alone is Not Enough – An Interview with Mark Levison

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. Till now he has published blogs on Kanban Portfolio View and Portfolio Management in the series.

Savita Pahuja
on Jul 26, 2015
DevOps

DevOps & Product Teams - Win or Fail?

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!

Peter Neumark
on Jun 29, 2015
Q&A with Dean Leffingwell on Leading SAFe LiveLessons

Dean Leffingwell’s “Leading SAFe LiveLessons” - training videos are based on Lean-Agile transformation concepts at enterprise level. The Scaled Agile Framework (SAFe) provides practices, roles, activities and artifacts for applying Lean and Agile development at enterprise scale.

Savita Pahuja
on Jun 20, 2015
Q&A with Claudio Perrone on PopcornFlow / Evolve and Disrupt

At the Agile Eastern Europe 2015 conference Claudio Perrone gave a keynote titled "Evolve and Disrupt". InfoQ interviewed Perrone about continuous evolution, servant leadership, popcorn flow (an approach to continuous evolution through rapid experimentation), and doing experiments to make change more continuous.

Ben Linders
on Jun 12, 2015
Using Blocker Clustering, Defect Clustering, and Prioritization for Process Improvement

When work gets delayed (it’s blocked), it is of particular interest to look for ways to improve the smooth flow of work by resolving the causes of that delay. In the long term, finding ways to eliminate the root causes of these delays is a superior solution. This article discusses clustering blockers and provides ways to prioritize those blockers that have the most impact or are the quickest wins.

Klaus Leopold Troy Magennis
on Jun 08, 2015
The Essence of Flow

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. This article presents concrete examples on how to achieve flow by limiting WIP, reduce wait times and arrange cross-functional teams.

Tomas Rybing
on Jun 05, 2015
Culture & Methods

How a Flow Manager Helps Teams Deliver, Fast and Smoothly

As agile software delivery practices and management evolve, so, too, do the roles. kanban has introduced the idea of managing flow, one of the method’s core practices. 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?

Matthew Philip
on Jun 03, 2015
Why We Fail to Change: Understanding Practices, Principles, and Values Is a Solution

There’s no reward for being a Scrum or kanban shop if we are not delivering value to customers. We see virtually no impact of agile or lean on the bottom line of success rates of improvement initiatives, because organizations often look for recipes. We need to change our mindset, and focus on the principles that people follow and values they share and the bigger whole: organizational culture.

Pawel Brodzinski
on Jun 01, 2015

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