Food for Agile Thought’s issue #138—shared with 16,548 peers—focuses on large-scale agile: Jeff Sutherland shares success stories from large organizations turning around, we learn about BDD treaties as a means to coordinate teams, and why self-selection of teams has such a profound impact on organizations.
We also dive deep into first principles. (If you like to ‘reinvent the wheel’ as a creative approach this article is for you.) Moreover, we improve our communication skills with developers and learn how to design and ship successful product.
Lastly, we address the need to protect our product creation process with tooth and claw to prevent becoming a feature factory.
Food for Agile Thought’s issue #136—shared with 16,018 peers—focuses the scrum master endgame or: when is it time for the coach to look for a new team?
We also learn why scrum and DevOps are practically made for each other, that we need to focus more on the cost of decision making, and how the unconscious application of a mental model may lead you in the wrong direction on your quest for product/market fit.
Lastly, we enjoy the ultimate checklist for corporate innovation projects—please, move fast and break things! (And do not forget the hoodies.)
Food for Agile Thought’s issue #135—shared with 15,812 peers—focuses on agile ecology, given the rise of the agile-industrial complex, and why we all are called to do something about it.
We also learn how to scale high-performance technology organizations with Lean and DevOps, and why Henry Ford’s principles destroy software engineering today.
Lastly, we deal with organizational silos and other management principles that so often prevent product teams from creating useful products — from a customer perspective. (Which is why Marty Cagan calls product management a hard thing.)
Food for Agile Thought’s issue #134—shared with 15,621 peers—focuses on agile failure patterns in organizations, at the leadership and the operational level.
We also learn new tricks how to deal with unexpected work during a sprint, which might come handy when agile coaching by virtual reality techniques finally overcomes the Manifesto’s face-to-face mantra. Supposedly, that will happen in a few years time.
Lastly, we revisit the fate of Yahoo where having the best and brightest at the right place at the right time did not prevent Yahoo’s decline and—ultimately—demise.
Food for Agile Thought’s issue #133—shared with 15,436 peers—explains why agile Taylorism — or introducing ‘agile’ by a command and control — is a futile approach. We also learn that competing and collaborating do not have to be mutually exclusive while becoming a learning organization.
We get a better understanding how continuous product discovery works in practice, how to avoid triggering your customers’ resistance to (product) changes, and why Geoffrey Moore might have been wrong.
Lastly, we enjoy the opportunity to learn more about becoming agile in distributed teams—with a free ebook courtesy of InfoQ.