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A Tour of Agile Adoption and Transformation Models

A Tour of Agile Adoption and Transformation Models | AgileNextGen | Scoop.it

Below a number of models for Agile adoption and organizational transformation are shown.

 

The horizontal scale shows on the one hand techniques aimed at adopting practices while at the other we have wholesale organizational change or transformation. I am increasingly thinking that for many situations, adoption is not sufficient and transformation is required but not wanted.

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The Difference Between Waterfall, Iterative Waterfall, Scrum and Lean Software Development (In Pictures!) : Agile101 – Agile Project Management and Digital Publishing

The Difference Between Waterfall, Iterative Waterfall, Scrum and Lean Software Development (In Pictures!) : Agile101 – Agile Project Management and Digital Publishing | AgileNextGen | Scoop.it

Un bon résumé en une image des différentes cadences : waterfall, itérative, Scrum, Lean.

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Agile Feedback: How we built our taskboard...

Agile Feedback: How we built our taskboard... | AgileNextGen | Scoop.it

During this retro I wanted to fix the following items:

1. The technical nature of the daily meeting which needs to get more comprehensible .
2. The impossibility of knowing who is working on what and if we are on the tracks.
3. The lack of a shared vision of the product, on what's coming next.
4. The lack of the priorities set.

 

I tried to search for the root causes of those problems and finally all my thoughts converged on the task board! The board is a mess... You cannot see anything, everything is confusing... My point is: you can't have clean water coming from a dirty pipe.

 

The aim of the retro workshop was to build a GOOD board. Helping us to have an understandable daily meeting, allowing us to know who is working on what, sharing a vision and the priorities.

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Process is an embedded reaction to prior stupidity.

The problem, of course, is that much of this process nevertheless gets put in place, meaning that an organization slowly forms around avoiding the dumbest behaviors of its mediocre employees, resulting in layers of gunk that keep its best employees from doing interesting work, because they too have to sign The Form Designed to Keep You From Doing The Stupid Thing That One Guy Did Three Years Ago.

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Velocity is Killing Agility! | Jim Highsmith .com

Velocity is Killing Agility! | Jim Highsmith .com | AgileNextGen | Scoop.it

Over emphasis on velocity causes problems because of its wide used as a productivity measure. The proper use of velocity is as a calibration tool, a way to help do capacity-based planning, as Kent Beck describes in Extreme Programming: Embrace Change. Productivity measures in general make little sense in knowledge work—but that’s fodder for another blog.

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Adgilou Oni - Le démon agile: Moi je pair pas je gagne !

Adgilou Oni - Le démon agile: Moi je pair pas je gagne ! | AgileNextGen | Scoop.it

Le pair programming s'inscrit au coeur de l'extreme programming. Il enrichit grandement les autres pratiques comme le TDD ou le partage collectif du code.
Il est nécessaire de le pratiquer avec des gens motivés à le faire mais pas trop longtemps car cela est épuisant.
Contrairement à la croyance répandu, le pair programming ne coute pas plus en temps, il peut même rendre l'équipe plus productive.
Sa pratique encourage le respect des bonnes pratiques de clean code, la communication dans les équipes et la responsabilisation des développeurs dans leur travail.
Il met en évidence une valeur central des méthodes agiles : le FEEDBACK. L'arme principale permettant de survivre au sein du chaos, de répondre au changement perpétuel d'un projet informatique.

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Choosing the Right Lean and Agile Innovation Practices

Choosing the Right Lean and Agile Innovation Practices | AgileNextGen | Scoop.it
This post helps you choose the right agile and lean practices to innovate successfully. It introduces three innovation stages and explains how product ownership, process, and project setup are influenced by the amount of uncertainty.
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Features or Quality? Selling Software Excellence to Business Partners | Jim Highsmith .com

Features or Quality? Selling Software Excellence to Business Partners | Jim Highsmith .com | AgileNextGen | Scoop.it

Let’s help our business partners move from thinking about “business” features versus “technical” quality to a more productive view of “business” features versus “business” cycle time.

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Adopting Retrospectives? Start by learning to learn

Adopting Retrospectives? Start by learning to learn | AgileNextGen | Scoop.it

Continuous improvement is a big commitment, and not easy to do especially for knowledge work. That's why I tend to take a different approach for teams new to retrospectives and instead of setting improvement as the goal for them, I focus them into learning how to discuss problems in a structured way and coming up with simple tactical fixes that can be implemented fast.

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Kanban Board Patterns » Tools For Agile Blog » Blog Archive

Kanban Board Patterns » Tools For Agile Blog » Blog Archive | AgileNextGen | Scoop.it

Different teams use different workflows, yet some common patterns emerge on designing boards to handle different situations. In this post I’ll look at some board patterns to handle some common scenarios. This post is about a board within a single team.

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The Mythical Product Owner — Pragmatic Marketing, world's most popular product management training

The Mythical Product Owner — Pragmatic Marketing, world's most popular product management training | AgileNextGen | Scoop.it

Est-il possible pour le PO d'être à la fois focalisé sur la stratégie (extérieur de l'équipe) et sur le delivery (intérieur de l'équipe). Le rôle du PO cacherait peut-être deux rôle.

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