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Adopting Agile by Increasing Psychological Safety in a Software Team
To test the agile way of thinking, a software team worked on their psychological safety with kick-off exercises, sharing coffee breaks, celebrating wins, a stand-up question, and 1-on-1 talks. This helped them to increase psychological safety in their software team.
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Adopting Agile in Specific Business Domains Using Domain-Driven Agility
According to Nikola Bogdanov, the real challenge in agile transformations is adapting to business domain specifics and industry constraints; understanding agile is not the problem that needs to be solved. He presented domain-driven agility which utilizes design thinking to visualize agile adoption and make it empirical.
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How Good Companies Can Leverage Agile to Fight Civilizational Debt
Growth, profit, and shareholder value are the cornerstones of today’s economic system, which according to Piotr Trojanowski have proven outdated, reductionistic and not sustainable. He proposes taking the cost of growth into account by using the concept of civilizational debt in agile transformations, and applying agile to realizing humankind's mission through our work.
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Improving Developer Experience in Non-Technical Organisations with BMK
BMK has recently written about the challenges and DevEx compromises faced by engineers within traditionally non-technical enterprises. McKinsey Digital also recently published a report which asserts that every company is a software company. We report on BMK and McKinsey's recommendations for non-technical firms to improve their delivery by adopting safer software cultures.
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How Defining Agile Results and Behaviors Can Enable Behavioral Change
Specifying and measuring behavior within a certain organisational context can enable and drive behavioral change. To increase the success of an agile transformation, it helps if you link the desired behaviors to the expected results. This way you set yourself up to be able to reinforce the behavior you want to see more of in order to reach your results.
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Effective Retrospectives Require Skilled Facilitators
Retrospective facilitators can develop their facilitation skills by self-study and training, and by doing retrospectives. Better retrospective facilitation can lead to higher effectiveness of change and impact the progress of an organization.
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How Norway's Largest Bureaucracy Optimises for Fast Flow
To optimise for fast flow, the Norwegian Labour and Welfare Administration has adopted a teams-first approach. High-performing teams need autonomy, and they also require direction and alignment. Solutions should be adopted by the teams within their context, abilities, and cognitive capacity.
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How Security by Design Helped to Manage Risks in a Cloud Migration
When a company migrated to the cloud, security issues arose due to difficulties in getting stakeholders on board and involving security from the start. Embedding security assessments as part of the continuous cloud DevOps process and adopting an agile strategy for security risk management throughout the lifecycle of the project helped to increase the governance of security during the migration.
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Increasing Collaboration at Ericsson: Hardware and Software Developers Learn Each Other's Language
You can integrate hardware and software development with a cross-border team setup, where it’s important that hardware and software developers speak each other’s languages. The suggestion is to focus on “us” instead of “we” and “them”, and on the technical competence that connects developers over agile or lean terminology.
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The Future of Agile in Africa: Challenges and Progress
The African continent is trailing behind in the adoption of agile compared to other continents as it faces wicked challenges and setbacks. However, the next two decades seem to be promising to the young continent, as tech startups, SMEs and large corporations are recognizing that a collaborative approach to product development leads to more productive and value-driven results.
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Facilitating Team Health Assessments
Teams can do health assessments to explore and discuss their team’s health and happiness. It’s good to let teams create their own health check, understanding what healthy looks like for the team in question. As facilitators, we can help teams decide where and how to improve.
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The Importance of Psychological Safety for Agile Transformations in Africa
The absence of psychological safety in the world of work limits the agile transformation journeys of organisations in Africa. Psychological safety is an enabler, not an act of weakness. Organisations that do not understand or foster it might find it difficult to survive in these VUCA times.
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Patterns and Antipatterns of Business Agility
At a recent WellyBam event the authors of the book Sooner, Safer, Happier shared the key ideas and explained the patterns and antipatterns of business agility adoption they have found through working on transformation in a wide range of organisations.
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Organisational-Level Agile Anti-Patterns - Why They Exist and What to Do about Them
Agile anti-patterns can affect organisations, morale, and quality if left untreated. The critical first step is acknowledging the existence of the pain point. Effective root cause analysis helps to understand what causes the anti-patterns to arise in organisations, where actions can be taken to address those causes.
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Experiences from Using a Disciplined Approach to Change
When a company embraces the agile path, the first question is: “Where do I want to go?” and not “What is the right framework to do agile?” A disciplined approach to change can help you to choose from possible practices such as a “design pattern book” for agile transformation, and to identify when a practice is promising and when the current context is not the most favorable for it.