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Q&A with Nadja Macht on Innovation, Flow and Continuous Improvement

Retrospectives help teams to learn from their experiences and improve continuously. In this interview Nadja Macht, Flow Manager and Coach at Jimdo, talks about how to balance flow and slack time in teams, doing visual management with Kanban boards and deploying agile retrospectives for continuous improvement.

Ben Linders
on Jul 28, 2014
An interview with Matt Winn on JP Morgan’s Agile Transformation

Matt Winn, from J.P. Morgan’s securities group, Singapore describes his own perspective of using Large-Scale Scrum to create significant change within a tier-one financial services firm.

Stuart Turner
on May 27, 2014
Distributed Agile: 8 ways to get more from your distributed teams

Keith Richards looks at how to succeed with agile in a distributed context. He investigates what needs to happen and why it is important to understand and address the ‘big ticket’ items. His findings are sometimes surprising and he also asserts that to some extent nearly all work is ‘distributed’ in some form, therefore we can all benefit from these findings.

Keith Richards
on May 07, 2014
Culture is the True North - Scaling at Jimdo

A lot of the pain that large and medium-sized organizations are facing boils down to scaling. It is not difficult to have 5-10 people working together in one room. However, as your business becomes more successful and your hiring increases, you will start to see problems. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.

Arne Roock
on Apr 24, 2014
Q&A with Robert Pankowecki on his book Developers Oriented Project Management

Self-organized teams manage their work, the processes that they use and the way that they work together as a team and with their stakeholders. Robert Pankowecki is writing a book on Developers Oriented Project Management which aims to help programmers, product owners, project managers and agile company owners to improve their project management practices and move towards more flat organizations.

Ben Linders
on Apr 10, 2014
Remote Working Works

Do you assume that remote working is a compromise? Around 5 years ago my team, and much of our software house, decided we could work as effectively from home. Many of us left London and headed to the country, replacing bars and restaurants with poultry keeping and mountain biking. Today we are closer, collaborate more, recruit better people and work more effectively than we ever did.

Tom Howlett
on Mar 24, 2014
Solving the Gordian Knot of Chronic Overcommittment in Development Organizations

Why do we promise more than we can deliver? Why do we say yes when we are already too busy? Chronic Overcommitment is a pervasive problem in the IT industry. In this article we take a look at the behaviors that drive over commitment and the dynamics at play in your organization the make it a difficult problem to solve. Finally, we offer some advice to those who suffer from this affliction.

Rolf Häsänen Morgan Ahlström
on Feb 13, 2014
Intelligent Evolution: Making Change Work

Some 80% of all improvement and change programmes fail: they did not achieve the expected results, the investment in the change programme was greater than the value achieved, “improvements” were seen as mostly bureaucratic, or changes were abandoned soon after the implementation. Intelligent Evolution ensures long-term business success rather than short-term satisfaction of a standard or theory.

Peter Leeson
on Jan 13, 2014
I’d Rather Be Coding – Writing Things Down

For lots of reasons, most developers hate writing down anything that isn’t code. The Agile Manifesto deemphasizes documentation, but there are times on a project when a little documentation can go a long way. In this article, we will explore why collaboration over comprehensive documentation shouldn’t mean “NO” documentation – and when you should stop coding and start writing things down.

Nate McKie
on Dec 31, 2013
Agile Walls

BVCs, TOWs and POWs are very important tools in the agile world but what exactly are they? BVCs are Big Visible Charts, TOWs are Things on Walls and POWs are Plain Old Whiteboards – information radiators all. Using the right wallware and the information they provide can make or break an agile team.

Sharon Robson
on Dec 14, 2013
Agile Fluency: Finding Agile That's Fit-for-Purpose

The Agile Fluency model is a way of thinking about and planning investments to create the conditions of Agile that best fit your development effort, business need, and customer value. James Shore and Diana Larsen described it in the 2012 article "Your Path through Agile Fluency". This article by Diana aims to helps you to use the Agile Fluency model effectively.

Diana Larsen
on Nov 12, 2013
Experiments in Performance Management to foster High Performing Agile Teams

Experiments in Performance Management to foster High Performing Agile Teams: A question that often comes up – Agile talks about team performance so why am I measured on individual goals which have little to do with team performance? The author discusses some approaches which can bridge the gaps between performance management and team productivity.

Kamal Manglani
on Sep 13, 2013