InfoQ Homepage Lean Content on InfoQ
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Keeping Distributed Teams in Sync
The biggest challenge of distributed teams is communication, which is essential for establishing ground rules on collaboration. Shifting working hours to accommodate each other and team liaisons help to communicate and synchronize work. Teams based on trust, respect, and openness will encourage themselves to help people throughout the organization and foster a culture that keeps teams in sync.
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Fin Goulding Injects Agility into the Management of Everything
Fin Goulding, international CIO at Aviva, recently spoke at the DevOps Enterprise Summit London about using flow principles to advance agile capabilities throughout an organisation. InfoQ asked Goulding to expand on some of the points that he made during his talk.
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From Darwin to DevOps: John Willis and Gene Kim Talk about Life after The Phoenix Project
IT Revolution recently published an audiobook with nearly eight hours of conversation between Gene Kim and John Willis; Beyond the Phoenix Project – the Origins and Evolution of DevOps.
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12th State of Agile Report Published
The 2018 State of Agile Report has been published by CollabNet VersionOne. Some of the conclusions from the report are that the need for customer and user satisfaction is increasing, more and more organizations are scaling agile, distributed teams are becoming the norm in agile software development, and many organization have started or plan to start a DevOps initiative in the next 12 months.
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Lean-Agile Procurement for Outsourcing
One of the last barriers to organisations becoming agile in their operations is the procurement process. At the recent Agilia Conference, Mirko Kleiner presented on Lean-Agile Procurement, an approach to negotiating service contracts which involves procurement specialists, IT teams and suppliers, to move from a combative stance to a collaborative approach to addressing the customers’ needs.
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How the Dutch Railways Applies Agile and Lean
The mindset that goes with agile and lean philosophies is quite similar; lean amplifies agile and vice versa. Agile practices are suitable for the development of complex products, and lean practices help to look for opportunities to reduce waste in your processes. Lean helps to see results from the customer's point of view, from start to delivery, whereas agile supports delivering optimal value.
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The Toyota Way at Codeweavers
Codeweavers combines the Toyota way with extreme programming and continuous delivery in development and support to do small, frequent releases. The advice to apply the Toyota way is to start with the books, understand the philosophy, and begin teaching it to others.
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Putting Quality Back in Agile with Lean
The agile manifesto and lean practices are very complementary; lean can be a useful addition to a very strong agile process to increase quality. Interviewing real clients or client proxies to deeply understand their pain points and visualizing the process by diving into the handovers between departments helps to uncover problems faster and fix those problems more efficiently for a lower price.
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Cloud Migrations, Highly Regulated Environments, and Making Work Visible: DOES17 London Day Two
At the London DevOps Enterprise Summit 2017 (DOES17) conference, the second morning of keynotes discussed the role DevOps plays when migrating to cloud platforms; the creation and cultivation of effective teams that must work within high-regulatory environments; and how to improve the flow of business value by making work visible.
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Refocusing e-Commerce with Lean
Auchan:Direct, the online grocery delivery service of Auchan France, decided to apply lean to develop a new e-Commerce website. Their CEO was the first customer and they used continuous and fast feedback from their clients on the new experience to improve website quality using continuous delivery.
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Lean Organisations for the Digital Age
Lean IT should help to simplify and improve the way we create value for customers and develop better solutions for tomorrow. Organisations of the future will focus on horizontal product or service streams- and everything else, including experts and managers, is there to enable the front-line to do their work right-first-time-on-time, with no hassles.
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Applying Hoshin Kanri at Toyota
Toyota uses Hoshin Kanri to give direction on where they want to improve using Lean IT. Employees at various levels can exchange ideas about Hoshin items, and potentially get them approved by higher management. This approach makes results stronger and increases buy- in from the employees who contribute upfront.
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Lean and Agile Culture at the Finnish Broadcasting Company Yle
Scaling lean and agile is not a question of frameworks, it's about values, principles and mindset. At Yle the company management has been involved in the agile transformation by carrying out experiments, learning and doing; not by implementing frameworks. Magic happens when you work together with people in teams on all levels.
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Driving Improvements with Lean Pilots
Lean, agile and Lean Startup can strengthen each other for driving improvement. Lean Pilots, a data-driven improvement framework for removing major cross-functional organizational impediments, has been used to drive internal continuous improvement.
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Organizing Improvements with Lean Leadership at ING Bank
It’s the manager’s job to organize improvements and to make sure that real learnings take place. For real learnings you must accept the unknown and move outside of your knowledge boundary. Agile, lean and continuous delivery help to boost your learning capabilities.