This blog post is about Enterprises whose core business is NOT IT, but they consider IT services as an important part of their everyday operations. Large Enterprises in 2015 (at least in Europe) are pretty from what we remember from 2000, 2005, 2010. There are still some dinosaurs & they'll be...
Few days ago I've written a blog post about feature teams - I wasn't hiding that it was inspired by C. Larman's book about scaling Agile. Or rather by one of the chapters that I've found very interesting & thought-provoking. There's another excerpt I keep coming back to, because I've found...
I've always had a clear vision of how code ownership should look alike: * each piece of code should be owner by 1 team * code should be divided domain-wise (not tier-wise, so no "component teams", please) * responsibility of the owner is not only for writing code, but also deploying, troubleshooting, supporting...
> "Deadline." > "Commitment to the fixed scope." > "Requirements specification." Those three statements have made my flesh creep, did you get the same sensation? They are definitive, they are scrict, there are about formal responsibility & discipline. And they are the essence of traditional, waterfall approach. Agile seems far more relaxed about that:...
There's one thing that freaks me about agile adoption in large enterprises. WAIT. NO. There's one thing that particularly freaks me about agile adoption in large enterprises: Full conviction that it can be done only in a top-down way It has to be a shift in company's strategy, idea of...
Self-governing, self-stating, self-managing, self-organizing TEAM. Combined human potential. Direct interactions & co-operation. Simplifying communication routes. Power to the (team) people. Yay. Yes, that's right, agile approach promotes all the team-related statements listed above. Scrum team, in favorable circumstances, can perform magnificently without any kind of manager support (not mentioning one onboard)...
