We’ve seen how Agile helps us deliver increments of value in a rapidly changing market. Agile is good for dealing with complex problems. Running a business tends to be complex, given the highly competitive and rapidly changing business environment. How about using Agile to run a whole business? Here’s how a consultancy firm has been running the entire company using Agile techniques.
Agile contracts are being used in large public and private sector programmes. Finnish Ministry of Finance made Agile the pre-requisite for their 1.2 Billion Euro contract. How does time and material based contract work out? How do you work with first time suppliers? How do you select suppliers (or work with customers if you’re a supplier) initially? Here are the output from world’s first Agile contract conference.
How do we align planning and budgeting in the context of business Agility and Agile teams? How do we help teams that deliver short-term initiatives remain predictable in terms of costs? How does a long term investment plan fit into this? How do we enable persistent and dedicated teams, as enduring assets? Have a look.
When you’re building a new product, you need to help customers understand the value your product delivers. Fast. Otherwise they move on. Really quickly. What your product is, and what it does, can mean very different things for different people. Take Snapchat. At one time it’s a photography app, an augmented reality app, and a social network, all for very different customers. How do you make sure your customers understand your new product? Read on.
When executives are faced with hard decisions like how would the future look like, how do they get to know (predict) that? Well, they ask their experts (middle management). And often middle management are asked for a description of a single future or several possible futures for consideration. Here’s what Harvard Business Review sees the problem in this approach.
Lean Beer is conducted in a similar fashion as Lean Coffee. But uou need to find a bar. Once you’ve done that, here’s a step by step guide on how to run a lean beer session.
How much do we spend on debugging software each year, as an industry? Think about a very large number. You’re not even close. How does that cost hit our profit and competitiveness? How much waste does it cause? Here’s a short description of much do we lose because of poor quality software, and a nice infographic that captures that.
Refactoring is about improving the code in a particular direction. In this article, Martin Fowler explores four directions you could take while refactoring: refactoring to top level functions, to a nested function with a dispatcher, using classes, and transformation using an intermediate data structure. Here’s how you can apply these, with a step by step code example.