Business-Driven IT-Wide Agile (scrum) and Kanban (Lean) by Andrew Thu Pham

By Andrew Thu Pham

Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An motion consultant for company and IT Leaders explains how you can bring up IT supply functions by utilizing Agile and Kanban. Factoring in consistent swap, verbal exchange, a feeling of urgency, transparent and measurable objectives, political realities, and infrastructure wishes, it covers the entire parts required for achievement.

Using real-world examples, this useful consultant illustrates tips to enforce Agile and Kanban in software program undertaking administration and improvement around the complete IT division. To make issues more uncomplicated for busy IT leaders and bosses, the textual content comprises case reports besides a variety of templates to facilitate knowing and kick-start implementation.

Explaining the way it and enterprise administration can interact to figure out company targets that force this IT-wide project, the e-book palms you with actionable recommendations that may be positioned to exploit instantly in any IT division, despite size.

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Additional resources for Business-Driven IT-Wide Agile (scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders

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The intent behind the idea of SLA and policies is to identify the business customers’ or users’ expectations and what both sides should do to get to this new level of performance so that they can establish a trusting relationship. 16 ◾ Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation For an example of SLA, we can imagine that the team will guarantee that all new requests will be delivered in less than six weeks. In return, the team could use this opportunity to require that the users be available three weeks before production to thoroughly test all the new features.

The FSS team was concerned and objected that there should be only one PO, but FSS insisted that Jesse and Helen both serve as POs while Jesse Wang was still new to FSS. Maybe because they had to give in to the demand of CM that both Helen and Jesse serve as POs that the FSS team took this opportunity to raise the question that not all bugs will be fixed during the iteration. This, they said, will help move the project ahead until the system integration testing phase where all the project bugs will be taken care of.

From our practice, we have observed very often that a company considers Agile (or Scrum) to be the solution to all their software development problems, whereas, in reality, it may be either Kanban (Lean) or a combination of both Agile and Lean techniques and concepts that are the solution to their organization’s needs in terms of process improvement. The other main lesson learned from this project was that rather than asking the coach to help implement Agile without any assessment, the management team should have asked her to do an assessment of their organization’s context and constraints first.

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