The theoretical underpinnings of agile methods emphasize regular reflection as a means to sustainable development pace and continuous learning, but in practice, high iteration pressure can diminish reflection opportunities.
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We define "Prudent Agile" as an Agile hybrid containing two phases. The first phase identifies and plans for crosscutting goals, while the second is "pure" Agile development focusing on domain functions.
So you are considering getting started with Kanban, but where do you start? In this article, we describe the approach used in Danske Bank to get teams off to a good start with Kanban.
It’s hard to find a use case that is tougher than bringing DevOps tools, processes and culture to bear on a company that centers around building physical devices--large and small. But that's precisely the journey Alan Schachtely, director of software engineering at GE Software, described in a recent presentation.
Spectacular technology failures require dramatic rethinking of approaches--even in the U.S. Federal Government.
Organizations now focus more on continuously delivering and integrating small, workable pieces that retain quality and satisfy immediate needs. To do this, organizations are adopting Scrum, a framework that can be easily made to address most of the business challenges.
If we know the intent of each principle, we can be Agile in our deliverables.
With the vast diversity of organizations and their projects, a cookie-cutter approach (or prescriptive recipe for all types of projects and situations) will not work.
While SAFe has led to several dramatic successes, challenges still remain--especially as enterprises undergo the broader organizational change necessary for digital transformation success.
Well, it does...but let's analyze Agile’s purported failures anyway.