InfoQ Homepage Adopting Agile Content on InfoQ
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Author Q&A with Belinda Waldock on Being Agile in Business
Belinda Waldock is an agile business coach and a professionally qualified Institute of Leadership and Management (ILM) coach and mentor. She has drawn on her experience coaching and mentoring organisations in the implementation of agile approaches inside and outside of information technology and written the book “Being Agile in Business”. She spoke to InfoQ about the book
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Agile Open Conferences within Cox Automotive
Cox Automotive has a lot of Agile teams across its 20+ brands and companies. In recent years, it became clear that they needed to bring together Agilists from across the enterprise to connect, share and learn. So they decided to organize their own, company-internal Agile Open conferences. Now approaching their 3rd year, these events have been quite successful and really brought people together.
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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.
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Standish Group 2015 Chaos Report - Q&A with Jennifer Lynch
The 2015 Standish Group Chaos Report has been released which shows some improvement and lots of opportunity for improvement in the software development industry. Jennifer Lynch spoke to InfoQ about the findings and their implications for software development. A significant change in the survey approach this year is the expansion of the definition of success to explore outcomes.
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Q&A with Tom Roden and Ben Williams on Improving Retrospectives
InfoQ interviewed the authors of fifty quick ideas to improve your retrospectives about why they wrote the book and how ideas are described, when you can do retrospectives, what facilitators can do to establish safety, why facilitators should not be the ones who solve problems, celebrating successes, good practices for getting actions done, and the value that teams get from doing retrospectives.
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Q&A on the Scrumban [R]Evolution
In the book “The Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban" Ajay Reddy describes what Scrumban is, explores the principles and theories on which it is based, and shows how Scrumban can be deployed in organizations.
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Four Must-Have Rules for Scaling Enterprise Agile
Agile methodologies long ago proved their efficiency with small co-located teams. But when it comes to moving past team level to organizational scale, Agile practices are up against enterprise development realities like distributed teams, multi-component projects and traditional resource management. No organization is too big, complex or distributed, but they must follow these simple rules
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Why Agile Didn’t Work
Why Agile didn't work? In this article Ping discusses the pyramid structure of the 12 Agile principles and the managerial and technical support you need to provide for Agile to work. She uses real-life examples to illustrate some common issues encountered in implementing Agile, and offers some solutions on how to detect and fix these issues.
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Drive: How we Used Daniel Pink’s Work to Create a Happier, More Productive Work Place
The story of using Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We actively translated his principles into real strategies, trials and experiments which we carried out across the organisation. Some things worked and somethings didn’t, but overall we significantly increased motivation and saw remarkable rises in productivity.
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Q&A on the Book Agile Impressions
Gerald Weinberg shares his observations of the agile movement "where it came from, where it is now, and where it's going" in the book Agile Impressions. In the book he explores the agile basics and principles, discusses how he has seen them being violated, and offers ideas and examples for applying the agile principles.
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Agile Introduction: are you a Laggard?
This paper portrays the world-wide state of agile method introduction throughout the world using data from 330 organizations on hundreds of developments. The paper concludes that those adopting agile today are late. They should accelerate their transformation efforts because they need to catch up to be competitive. It summarizes the results of analysis of data from 330 organizations globally.
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A Year in Swarm
The article tells a story of a small team of tightly-knit developers, a “human swarm”, who largely worked on a single screen and keyboard practicing mob programming, had no formally defined roles, performed no estimates, seldom worked on more than one task at a time and delivered a quality product to a satisfied customer.