In 2001, Follett Software Company (FSC) began work on the next generation of its library software. Many options were considered, including sending the effort off shore. In April 2001, members of the Destiny team attended a C-SPIN meeting where Martin Fowler spoke about Extreme Programming (XP). In what was considered a bold experiment at the time, the team chose to adopt an XP process “the most well-known and controversial” of the new agile processes.
This experience report will tell of a “do-it-yourself” Agile success story, with changes, challenges and lessons learned along the way.
In 2004, SEP tried adopting Agile practices. However, Agile failed to have the desired lasting impact across the entire organization. Things changed in 2007, when SEP implemented Kanban for the first time. We will explore how Kanban teams at SEP matured through the lens of the Dreyfus Model for Skill Acquisition. We will examine what this pattern has meant for institutionalization of Lean in the organization. We will discuss a counterintuitive technique for higher success and adoption rates of new methodologies. Finally, we will review common pitfalls teams encountered adopting Kanban.
What happens when your organization practices Agile software development for many years? Well, you get pretty good at Agile: you are able to apply Agile with reducing effort on challenging projects. But there is another interesting side-effect which is that your people internalize Agile values, so much so that Agile becomes second-nature to everyone!
In this photo tour, come see how a culture is infected with Agile thinking, you will see how we apply Agile to many activities like training- sessions, recruitment, staffing, office reforms, strategic decisions and more.
Inkubook.com came into existence in March 2008 when an existing software development and marketing organization received a new CEO and was immediately tasked with building an entirely different product. This report discusses the evolution from the existing Scrum process through four major changes as the team’s process shifted to meet the team’s goals and management’s demands. Focus will be given to the barriers benefits that the team perceived with each stage. Where possible, a discussion of the unintended consequences of the team’s actions will be explored with specific examples.