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.
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.
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.
The book More Fearless Change provides updated descriptions of the 48 patterns from the book Fearless Change and provides 15 new patterns to drive change in organizations in a sustainable way.
Lean Product Development takes an end-to-end focus on the flow of work through a system. This article discusses what impedes the flow of work, and how we manage impediments to the flow of work.
A mix of existing robust hardware development ideas, plus a few newly taken from Agile software are being used now by real teams, even to get around or through the challenge of doing fast iterations.
The book Retrospectives for Organizational Change by Jutta Eckstein explores how agile retrospectives can be applied to initiate and implement organizational change.
"Scrum Shortcuts Without Cutting Corners" by Ilan Goldstein is a must read book that delivers real world examples on how to effectively implement and embed Agile in your team or organisation.
In his new book Scrum: The Art of Doing Twice the Work in Half the Time, Jeff Sutherland explains how the Scrum framework can be used as a general business practice to accelerate work of all kinds.
This article provides a holistic approach to scaling Scrum. It is based on LeSS, amending it to better face the challenges of large projects. 5
Nadja Macht, Flow Manager and Coach at Jimdo, talks about balancing flow and slack time in teams, doing visual management with Kanban boards and deploying retrospectives for continuous improvement.
Swiss Railways employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. A report of their two year journey. 4