This third article in a series on peer feedback loops explores how feedback can be used to encourage a culture of continuous improvement. It presents another three methods to do peer feedback and closes with some recommendations for getting started and going.
This second article in a series on peer feedback loops explores the benefits and what is needed to realize peer feedback, an effective means to encourage a culture of continuous improvement. It focuses on the general benefits, specific techniques and provides three more methods to experiment with peer feedback.
Agendashift is a values-based Kanban approach to organizational transformation, covering delivery, change and leadership. An interview with Mike Burrows on how Kanban and Agendashift can strengthen each other, making changes stick in organizations, the depth of Kanban survey, the value of Kanban practices, end-to-end process views, leadership, and doing sustainable change with Kanban.
The book Real World Kanban by Mattias Skarin provides four case studies where kanban is used to visualize, provide insight and improve product development.
In the book Leading the Transformation executives Gary Gruver and Tommy Mouser share their experiences with applying lean and agile development methodologies in enterprise development teams.
This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement.
The book fifty quick ideas to improve your retrospectives aims to help people to get better outcomes from retrospectives and from any continuous improvement initiative. An interview with the authors.
The book Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban explores the principles and theories of Scrumban, and shows how Scrumban can be deployed in organizations. 2
In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how Kanban can be deployed to get change done in organizations and to build a culture of continuous improvement.
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.
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.
The book the coaching booster by Shirly Ronen-Harel and Jens R. Woinowski explores different coaching methods and practices and describes a framework for coaches to help people to reach their goals.