Human teams are unique, non-linear and unpredictable, but given the right conditions, their output can become linear, scaled and predictable. Managers have an enabling role to play: encouraging the development of predictability; understanding the needs of their teams; and rolling-up their sleeves to clear the blockages themselves or by escalating the problem promptly and responsibly.
Our efforts to improve software development face the question of what to focus on. Should we govern for predictability without concern of value, maximizing cost-efficiency without concern for end-to-end responsiveness? Or maybe do the opposite and govern for value over predictability, focus on responsiveness over cost efficiency? What we really need is to be predictably adaptable.
Are you patting yourself on the back for remarkable turn around times while simultaneously neglecting your customers? It's tempting to think that timeliness matters when in fact it rarely does. Stop measuring turn around time and start learning what matters to customers.
Organizational silos may cause a variety of problems for your company. Learning more about how and why they form is the first step towards dealing with them. This article suggest using ventilators.
Agile is both simple and hard – and success depends on managers creating a suitable environment for their teams. To create and sustain high-performing agile teams, these points are fundamental.
The book Putting Stories to Work by Shawn Callahan provides a process with a practical approach to master business storytelling; a leadership skill that helps to achieve results.
Agile, with cross functional teams, has sounded the death knell for many test managers. While test management is largely irrelevant in agile, there is still a desperate need for test leadership.
Learn holacracy from the Dutch telecom company Voys who implemented this new way of running organizations where power is distributed across teams with clear roles, responsibilities, and expectations.
This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.
In a time of rapid business and technological change, chief technology officers (CTOs) and other technology leaders are increasingly looking to new methods to drive their digital technology agendas. 1
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.
Moving from traditional project management to agile is a paradigm shift. This article discusses the role that management plays in organizations that have decided to adopt agile. 4