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The Most Common Developer Challenges That Prevent a Change Mindset—and How to Tackle Them
Software engineers are feeling burnt out, and this is directly affecting their productivity and ability to learn new skills. But in today’s ever-growing digital world, developers must be on top of new technologies and tools. Team leaders, therefore, need to cultivate a change mindset by adopting a business-impact-first approach and learning from startup environments, among other tips.
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Why is Everything So Slow? Measuring and Optimising How Engineering Teams Deliver
As teams grow, they will slow down, but it should not mean that teams stop delivering value that can power future business growth. Avoiding excessive technical debt and ensuring systems are secure and performant becomes increasingly important. As an engineering leader, you can do things to be confident that your team is moving at the fastest and most sustainable pace.
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Leveraging the Agile Manifesto for More Sustainability
This article explores what sustainability means exactly, the current status of sustainability of the major agile organizations (Agile Alliance and Scrum Alliance), and the impact of software development on sustainability. The main focal point of this article is using the principles of the Agile Manifesto to guide actions that contribute to more sustainability.
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Is There a Correlation Between Employee Happiness and Agile?
This article examines the agile culture and explores how it helps create a happy environment. It questions the practices and attitudes evident in some of the Tech Titan organisations, and questions if they actually want to achieve employee satisfaction and sustainable pace. Perhaps the Tech Titans leadership doesn’t want Agile because Agile isn’t good for their questionable labor behavior?
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Burn-Down or Burn-Out? How to Beat the Red-Sprint Agile Anti-Pattern
There are ways to obtain sustainable pace beyond scrum that can help stem the increasing number of failing scrum projects. Because executing sprints as small projects often does not lead to the desired results, it is more effective to apply a backlog-item-oriented workflow and to treat sprints as iterations.
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3 years of Kanban at Sandvik IT: Sustaining Kanban in the Enterprise
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. Presented are four qualities that Sandvik IT identified as key when setting-up relevant, and long-term, kanban systems in the enterprise: Stickiness, Clarity, Curiosity and Influence.