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Product-based IT: A blueprint for success

CIO

Digging through research examining the impact of standard conventions like siloed teams and staged gate processes, Arooni began percolating ideas for how to shift IT organizations away from the traditional project-oriented culture to something more agile, with greater business accountability and more responsiveness to changing customer needs. “We

UI/UX 287
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Three Strategies to Build Cross-functional Teams and Why You Need Them for Agile

Gorilla Logic

When working through an Agile transformation, many organizations struggle to efficiently re-organize delivery teams. Although you won’t find specific mention in the Agile Manifesto or the 12 Principles , most Agile frameworks (such as Scrum and XP) note that Agile teams should strive to be cross-functional.

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AoAD2 Chapter 4: Investing in Agility

James Shore

This is a pre-release excerpt of The Art of Agile Development, Second Edition , to be published by O’Reilly in 2021. Investing in Agility. One of the recurring themes in this book is that, in order to be Agile, your organization has to buy in to the underlying Agile philosophy. They’re the secret to Agile success.

Agile 132
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AoAD2 Chapter 5: Invest in Agility

James Shore

This is a pre-release excerpt of The Art of Agile Development, Second Edition , to be published by O’Reilly in 2021. Invest in Agility. As we saw in the previous chapter, in order for your teams to get the benefits of Agile, your organization has to buy in to the underlying Agile philosophy. Second Edition cover.

Agile 97
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AoAD2 Chapter 3: How to Be Agile

James Shore

This is a pre-release excerpt of The Art of Agile Development, Second Edition , to be published by O’Reilly in 2021. How to Be Agile. What does it mean to “be Agile?”. As we’ve seen in the previous chapters, Agile is a philosophy: a way of thinking about software development. Practicing Agile. Second Edition cover.

Agile 103
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Delivering Continuous Value: Lessons Learned About Software Delivery In Our First 20 Years

Gorilla Logic

What We’ve Learned About Agile. We eat, sleep, and breathe Agile because we know from experience that it increases quality, reduces rework, speeds delivery, and enables teams to deliver continuous value to the business. At the heart of our Agile practice is always the customer. Pedro Araya, Agile Practice Lead. “As

UI/UX 52
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Kick start your Agile Transformation Journey (and be a Digital Disruptor)

Capgemini

To reach this goal, companies must embark on an Agile Transformation journey. Agile Transformation is not (only) about methodology. Becoming an agile company is a complex process. Culture & m indset: Mark Fields, President of Ford, declared: “Culture eats strategy for breakfast”. He wasn’t kidding.

Agile 52