Steeds meer organisaties werken volgens agile (bv met Scrum) met teams die intensief samenwerken en communiceren met hun stakeholders. Hier zijn enkele tips om agile te werken en beter te communiceren.
The Agile Self-Assessment Game is there to help you to increase your agility and deliver more value. Agile self-assessment help organizations and teams to assess how agile they are and decide what to do next to become more agile. Teams can play the Agile Self-assessment Game to reflect and agree on the next steps in their agile journey.
My 2nd book What Drives Quality has been officially released today (September 30). It is now available on Amazon and all other major bookstores.
My 2nd book What Drives Quality is now available for pre-order on Amazon, Leanpub, and my webshop. The book will be released end of September.
Een agile veranderaarpak helpt je om resultaatgericht te verbeteren door intensieve samenwerking. Het manifest voor agile veranderen helpt organisaties om hun agility te verhogen: Blijvende verbetering van de resultaten, tevreden klanten, en blije medewerkers. Een voorbeeld uit de praktijk wat laat zien hoe samen werken aan kwaliteit tot betere resultaten heeft geleid.
What happens to the traditional roles when transitioning to Agile? In this guest blog post Shibabrata Mondal asks himself this question, and explores how agile transitions impact product and project manager roles and how these traditional roles are related to new roles of Scrum master and Product Owner that Scrum brings in.
In this guest blog post on BenLinders.com Andrew Mawson from Advanced Workplace Associates talks about their ongoing research on cognition. The aim of that research is to provide guidelines that help knowledge workers do the right things to maximise their cognitive performance.
Although the steps described in the series of posts on dealing with impediments sound rather straightforward and easy, solving impediments is often perceived as stressful and difficult by many people. In the previous posts I described how you can recognize and understand impediments, find effective solutions, and decide what to do to solve them. This last post explores what you can do to become more effective in dealing with impediments.
After you've come up with several solutions to deal with an impediment, the next step is to decide which actions you will do with your team to solve it. Let's dive into who decides to take action and explore different approaches for how agile teams can decide.
This is the first blog post of a series on handling impediments in agile teams. It explores why being able to deal with impediments matters for agile teams and provides a basic "process" for effectively dealing with them.
One of the principles from agile and lean software development is transparency. Making things visible helps teams to decide what to do and to collaborate effectively with their stakeholders. It can also help to increase the quality of software. This post provides ideas how you can do that.
Agile verandertrajecten worden veelal top down uitgevoerd in organisaties. Zulke trajecten kosten veel tijd en energie van het management en de medewerkers, duren lang, en leveren vaak niet de verwachte voordelen op: de organisatie wordt er niet echt agile van. Een bottom up aanpak, gedreven vanuit de medewerkers, kan ervoor zorgen dat een organisatie sneller en blijvend hun agility verhoogt.