This article introduces the Oobeya methodology, a lean approach to project management that can complement agile by keeping project teams tightly focused on customer satisfaction, time to market and cost. Furthermore the Oobeya method empowers teams to identify wasteful activities and resolve their problems autonomously, freeing time and energy to deliver more value for their clients.
Mobile and embedded devices, more than any other technology, are an integral part of our lives and have the potential to become a part of us. This article discusses what “human experience” testing is and is not, and uses concepts from human computer interaction design theory to establish a framework for developing “human experience” test scenarios.
Shared leadership is a modern and exciting way to lead and manage. The goal of sharing authority within a team of leaders is to maximize the use of all capabilities and ideas in the organization. It does not force change upon the organizational structure, but builds on the existing structure and makes the best of it. In this article Walid Farag explores shared leadership and provides a case study.
Lisette Sutherland and Elinor Slomba are sharing stories on working in remote teams. They show how remote teams collaborate, bridge distance, build trust and get things done together.
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.
This is a story about four cross-functional scrum/DevOps/feature teams delivering and managing a business-critical 24/7 system used by vessel-traffic services operators and many other users.
The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean.
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
A lot of the pain that large and medium-sized organizations are facing boils down to scaling. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. 1
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 16
Do you find it hard to say no when others ask you for help - even when you are already too busy? In this article, we examine the problem of chronic overcommitment, what causes it and some solutions. 2