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DevOps

Faster, Smarter DevOps

Moving your release cadence from months to weeks is not just about learning Agile practices and getting some automation tools. It involves people, tooling and a transition plan. Derek Weeks discusses some of the benefits and approaches to getting there.

Derek Weeks
on Feb 18, 2016
Culture & Methods

Continuously Improving Your Lean-Agile Coaching

This article describes the challenges faced in starting a group of internal lean-agile coaches and some outcomes such as self-assessment radars, mentoring sessions, and a few lessons. If you are considering a career as a lean-agile coach, you can use it to assess where you are and the next steps you can take. If you already are a lean-agile coach, you can use this to improve your coaching.

Luca Minudel
on Jan 01, 2016
Culture & Methods

Peer Feedback Loops: How to Contribute to a Culture of Continuous Improvement

This third article in a series on peer feedback loops explores how feedback can be used to encourage a culture of continuous improvement. It presents another three methods to do peer feedback and closes with some recommendations for getting started and going.

Siegfried Kaltenecker
on Dec 20, 2015
Culture & Methods

Investing in Impact - Portfolio Management for Agile Deliveries

Ben Williams and Tom Roden are exploring how you can use agile and lean principles in portfolio management to increase business agility. InfoQ interviewed them about getting project managers involved in agile journeys, using product reviews to decide what to develop, working with hypotheses in portfolio management, measuring actual impact of software products and managing product portfolios.

Ben Linders
on Nov 25, 2015
Culture & Methods

Peer Feedback Loops: How We May Benefit and What is Needed to Realize Their Potential

This second article in a series on peer feedback loops explores the benefits and what is needed to realize peer feedback, an effective means to encourage a culture of continuous improvement. It focuses on the general benefits, specific techniques and provides three more methods to experiment with peer feedback.

Siegfried Kaltenecker
on Nov 14, 2015
Culture & Methods

Peer Feedback Loops: Why Metrics and Meetings Are Not Enough

This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement. Starting with a problem statement and some background on feedback, followed by explaining why metrics and meetings are not enough, the article describes the first three methods on how to design and facilitate peer feedback sessions.

Siegfried Kaltenecker
on Oct 07, 2015
7 Habits of Highly Effective Monitoring Infrastructures

There is a right way and a wrong way to engineer effective telemetry systems and there is a finite combination of practices which — whatever your choice of individual tools — are predictive of success. If you are building or designing your next monitoring system, take a look at this short list of habits exhibited by the most successful monitoring systems in the world today.

Dave Josephsen
on Jul 20, 2015
Q&A on the Book Scenario-Focused Engineering

The book Scenario-Focused Engineering describes a customer-centric lean and agile approach for developing and delivering software-based products. It provides ideas to understand customer needs based upon end-to-end experiences and for designing products in a customer-focused way using a fast feedback cycle.

Ben Linders
on May 22, 2015
The Swiss Army Knife for Technical Leads

Working as Technical Lead is very exciting, every day you have new challenges, new problems to solve and a lot of satisfactions. This article presents some tips in order to improve and empower your teams. There are several techniques to ensure the quality of the products we are working on, but the most important and powerful at the same time is without any doubt the feedback loops.

Luca Mezzalira
on May 01, 2015
How to Remain Agile When You Have to Sign a Contract?

Agile development based on a contract that has been accepted by lawyers seems impossible. The nature of traditional purchasing and contracting processes does not match the Agile principles. This is a case story of how a supplier cooperated with a client to develop a huge project in an Agile way, by cutting it into smaller pieces and prepare a matching contract based on mutual trust.

Paweł Bejger Peter Horsten
on Jan 29, 2015
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
The Kanban Survivability Agenda

This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda. The values associated with this agenda are understanding, agreement, and respect; these say much about the philosophy that underlies Kanban, the humane, start with what you do now approach to change.

Mike Burrows
on Feb 20, 2014