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  • Talking About Sizing and Forecasting in Scrum

    Scrum Teams can use different approaches to size the effort to deliver a Sprint/Product Goal. The forecast will be wrong. We're moving one Sprint at a time, and refreshing forecasts frequently. Some would say, "Discover and deliver capabilities—review outcomes with the customers and end-users. Learn what can be learned. Act on what we have discovered. Don't manage expectations."

  • How to Optimize for Fast Flow Using Alignment and Autonomy: the Journey of a Large Bureaucracy

    This article describes how NAV (Norwegian Labor and Welfare Administration), Norway's largest bureaucracy, has achieved alignment in over 100 autonomous teams. It shows the techniques it uses to align teams with respect to technology: two descriptive techniques - the technology radar and the weekly deep dive, and two normative techniques - the technical direction and internal platforms.

  • Why the Dual Operating Model Impedes Enterprise Agility

    Most organizations adopt a dual approach to agility, with some parts of the organization working in an agile way that delivers value in increments, measures the response and adapts accordingly, while the “traditional” organization continues to work as it always has in a relatively top-down way. In this article, This approach must eventually be left behind after an Agile transition.

  • How Space Shapes Collaboration: Using Anthropology to Break Silos

    Software companies strive to keep innovating and changing the rules of the market. These companies are made of people who, unlike smartphones, personal computers or smart watches, have not evolved as much in recent years. This article proposes an analysis of workspaces from anthropology to solve one of the most common problems: the appearance of silos instead of a culture of collaboration.

  • Lessons Learned from Self-Selection Reteaming at Redgate

    Redgate Software runs a yearly deliberate reteaming process across engineering to alter how they invest the efforts of teams and encourage people to move towards the work they find most engaging. Self-selection reteaming is an effective and empowering method of aligning with company goals. It normalized the idea of people moving between teams for personal development and renewed sense of purpose.

  • Better Scrum through Essence

    Scrum is easy to explain and hard to do well. The majority of Scrum Teams struggle to do Scrum well. The OMG Essence standard promises to make practices more accessible and to free them from the tyranny of formal methods and frameworks. This article explains how Essence Scrum practices produced by Ian Spence and Dr Jeff Sutherland can help your teams get better at Scrum regardless of the context.

  • Speed, Efficiency, and Value: Using Empiricism to Achieve Business Agility

    Customers seek solutions that improve their outcomes, and organizations don’t know what will achieve this until they deliver something to them, measure the results, and adapt accordingly. Doing so repeatedly, frequently, and with the smallest investment to achieve the greatest amount of feedback, is the essence of organizational agility. This is key to success in today's complex world.

  • How to Decide in Self-Managed Projects - a Lean Approach to Governance

    Whether self-managed or self-governed as a project, the power still needs to be distributed internally. If the project is open to decide how things are done, how do we decide? A solid but flexible set of tools and practices like sociocracy is a great starting point for projects to have clear but lean processes that can grow as we grow.

  • Resetting a Struggling Scrum Team Using Sprint 0

    Sprint 0 can be a great mechanism in Agile transformations to reset existing teams which are not delivering value, exhibiting a lack of accountability, or struggling with direct collaboration with customers. This article shares the experiences from doing a Sprint 0 with an existing team which was struggling to deliver, helping them to align to a new product vision and become a stronger team.

  • Seven Key Insights of Product Management

    What a product manager does and how they do it seems like a perennial question, an ongoing discussion, often ending in debate. This changes depending on factors such as the size and culture of the company, the industry or sector, the business model, where the product is in its lifecycle, and the type of product. What doesn’t change is they’re always thinking about customer and business needs.

  • Augmenting Organizational Agility Through Learnability Quotient (LQ) - an Architect’s Perspective

    By creating a robust learning framework for the organization, and involving architects and other key technical leaders, Halodoc improved their organizational agility.

  • Applying Lean Tools and Techniques to Scrum

    This article focuses on some of the challenges that Scrum is facing and how Lean can be a complementary approach. Lean is often misunderstood as a heavyweight process when in fact it is a philosophy, one that is grounded in continuous improvement. The topic of waste, a central theme that Lean helps focus on, shows us that Scrum can be improved upon.

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