An agile transformation needs a convincing involvement and statement by top management to show that the game really has changed says Jürgen Dittmar. InfoQ asked him about how management can be an obstacle in agile transformations, changing the mindset and approach for managing organizations, how managers and leaders can enable agility in organizations, and examples from applying Management 3.0.
The agile essentials from Ivar Jacobson International is a starter kit of agile practices, provided as a deck of cards. Teams can play games with these cards to learn agile practices and inspect and adapt their way of working.
Dave Gray talked about how a connected company focuses on customer efficiency instead of company efficiency at the No Pants Festival 2015. A connected company has multidisciplinary teams where people work together to deliver a product or service. People working at a connected company feel empowered, they are able to solve problems together and to better serve the needs of their customers.
Organization that are adopting agile often look for ways to establish self-organized teams where team members are able to take more responsibility. Agile software development teams could improve their decision making by using the consent principle and sociocratic procedures. Sociocratic governance structures can also be used to scale up agile principles to every level of the organization.
Agile suggest teams to self-organize their work. The questions arise what self-organization is and what organization can do to make it possible for teams to become self-organizing.
Teams consist of individuals working together. Individuals have their own specific beliefs and perceptions. If you know where a person’s perceptions are coming from, you can better understand why they see things different than you do and behave in a certain way. Being able to understand people helps to find better ways to collaborate and communicate in teams.
Can you use evidence-based practices to test, validate & improve the way of working in an organization. Jo Martens from Nascom talked about prototyping your organization at the Dare Festival Antwerp 2014. He presented how they use experiments with evidence to do organizational change.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
At the Lean Kanban France 2014 conference Bjarte Bogsnes gave a keynote presentation about beyond budgeting. In his presentation he talked about the problems with traditional management and how transparency and self regulating management comes to the rescue, and the principles and practices of beyond budgeting.
Esther Derby talked about leaders at all levels at the Lean Kanban Central Europe 2014 Conference. She showed how you can create a more flexible organization with improved communication and decision taking by working on the conditions for leadership at all levels in the organization.
Testing teams and their managers need to unlearn the traditional mindset and practices when they want to adopt an agile way of working says Navneet Goyal. At the International Conference on Software QA and Testing on Embedded Systems he gave a talk about how test teams should adapt themselves in agile projects.
Long working days, deadlines and team pressure can impact the quality of the software that agile teams deliver. What can we do to prevent that from happening and enable teams to improve the quality of their software? Some suggestions are to arrange for scope and deadline slack, adopt pull systems, and to make sure that people can slow down and get enough sleep.
At DevOpsDays Amsterdam, Mark Coleman asserted that all organizational's cultural changes start with one person influencing another. He finds that Charles Handy's writings on power and influence help on understanding how an organizations works and how one can go on to change it. Mark discussed Charles Handy's six sources of power and six methods of influence.
On the first day of DevOpsDays Amsterdam 2014, bol.com, an online store, reported its experiences in its DevOps journey. Full automation, careful team building and an agile mindset that cross-cuts the organisation were the keys to success. RunDeck, Puppet, Hiera and Nagios enable bol.com to build and monitor a full working environment in under two hours, in a fully automated fashion.
In organizations that are adopting agile people sometimes state that the hierarchy should be abolished and that we should get rid of managers. They consider managers and hierarchy to be something that hinder self-organization of teams.