Creating an Agile Culture to Drive Organizational Change - 1 views
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It is critical that everyone has the same understanding of, and commitment to, the desired outcome: a business that is reliable through predictable technology processes that deliver business agility. To do this, there needs to be a management commitment to develop a focused, on-going practice around the pursuit of organizational maturity. As part of this, gaps in skills and capabilities should be identified and positive action – training, coaching, process improvement and tools deployment – taken in order to close the gap
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the work force needs to understand the business drivers for Agility. They need to be challenged to improve their quality, improve their cycle times, to improve the frequency of releases and the value they deliver to the customer. They need to know how these things fit within the bigger picture and why improvement is their responsibility.
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To change a culture it's important to recognize that every knowledge worker makes decisions and takes actions that affect the performance of the business. The culture in the organization is the reflection of those decisions and actions.
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Tailor your Message To Gain Support for your Agile Initiative | Enabling Agility - 0 views
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Connect Agile’s Benefits to your Company’s Priorities
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aying that Agile is “better, faster, cheaper” may not be enough to cause a company to be willing to go through the often-painful process of cultural and process change. You could implement Agile, but you could also try Six Sigma or Lean. Saying that Agile is a general get-better remedy puts it in line with many other get-better methods.
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f they don’t see a meaningful update from us, at least once a quarter, we’re going to get kicked out of the game. We’ve all acknowledged that as we’ve gotten bigger, our processes have become more cumbersome and now is the time to do something about it. Agile will give us the ability to regain that rapid pace of delivering innovations to market that we were know for in our early days.”
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Patterns and Anti-patterns in Enterprise Adoption - 0 views
InfoQ: Opinion: Agile Coaches Frequently a Source of Adoption Problems - 0 views
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Coaches help teams learn Agile practices get from 'Agile seems to be something we should do' to 'we are practicing Agile development and succeeding by regularly delivering business value'.
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ncreasingly there are reports of initial success followed by failures with Agile adoption.
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I believe that there is a problem to how current Agile coaches - especially external ones (such as the author) - have traditionally performed their jobs. In fact, I think we are part of the problem
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Adopting Continuous Delivery - 0 views
Challenging Why (not if) Scrum Fails | NetObjectives - 0 views
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I do believe for Scrum to work beyond the team you need more than Scrum
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what to add to Scrum making it more effective when it won't readily work
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lack of team agility is not always the major impediment to Enterprise Agility
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CIO Perspectives: A Conversation on Agile Transformation, Part 2 - 0 views
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Part 2
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The really hard part is around the people transformation - getting developers to work side-by-side with testers and users is a completely foreign concept.
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The thinking is that IT is mission-critical, so let's not change things without giving it a lot of thought and a lot of consideration
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EE Times - Using agile methods in medical device development - 0 views
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FDA and other regulatory agencies fundamentally want to see that your product has safety in mind. To do so, they require complete traceability through the hardware and software. There is even a fairly new standard, IEC 62304, adopted worldwide that is wholly focused on software traceability from requirements through architecture to tests.
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Medical devices companies are going primarily agile to respond to change and effectively manage technical complexity by collaboratively building solutions with their partners and customers to ultimately deliver what the customer wants before the competition does.
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demo the new functionality created after each iteration to your customers, using web-based meets. Using these tools enables you to get immediate feedback from your customers throughout the project. Continuous customer feedback reduces the risk of building the wrong solution. The fact is in most cases you can’t make the release cycle more frequent since it includes giving tests to regulatory agencies. This is a tedious process that makes sure the device is safe. Doing the whole release cycle more frequently can be way too time consuming.
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The Product Owner in the Agile Enterprise - 0 views
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Responsibilities Vary by Software Business TypeSince the business mission, organization, operating methods, roles, titles and responsibilities differ dramatically across industry segments, it follows that the patterns of agile adoption vary across these segments as well
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Information Systems/Information Technology (IS/IT) -teams of teams who develop software to operate the business; accounting, CRM, internal networks, sales force automation and the like. Customers are primarily internal to the enterprise.
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Embedded Systems (embedded) - teams of teams who develop software that runs on computers embedded in other devices - cell phones, electronic braking systems, industrial controls and the like. Customers may be either internal or external to the enterprise.
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The Game of Team Culture - 1 views
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How to Hack The Culture of Your Team (50min vid) http://t.co/GUB8tX0v3Y
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