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Culture follows structure is actually the fourth of “Larman’s Laws of Organizational Behavior.”

Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))

Dead Fish

Steve McMenamin • Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House eBooks)

But I do know that as the boundaries of life and work become more porous and businesses transform into webs of interrelationships between people, we need software that takes new assumptions about group structures to heart.

Sari Azout • #58 friends > communities

A key difference is in splitting work into customer-centric parts instead of into component parts.

Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))

kaizen blitzes, which are periods when engineers self-organize into teams to work on fixing any problem they want.

Gene Kim, Patrick Debois, Jez Humble, John Willis • The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

Whenever you hear of a new IT project starting up with a large budget, teams of tens or hundreds of people, and a timeline of many months before something actually gets shipped, you can expect the project will go over time and budget and not deliver the expected value.

Jez Humble, Joanne Molesky, • Lean Enterprise: How High Performance Organizations Innovate at Scale

A central theme in Scrum is a relentless focus on delivering customer value. The order of the work is based on delivering value to customers rather than on the convenience to development. For the developers who want to build the framework first, this focus on validating technical decisions by delivering value early is a difficult change.

Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))

Instead, start with a why for your organization that appeals to intrinsic motivators. Focus on BVSSH outcomes. Invite participation and empower the how. Start with safe-to-learn experiments within guardrails and with support such as a Ways of Working Center of Enablement and coaching. Then, keep going! Impediments are not in the path; impediments a

Jonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility

You build it, you run it. Teams that build new products and services must take responsibility for the operation and support of those services, at least until they are stable and the operation and support burden becomes predictable. By doing this, we also ensure that it is easy to measure the cost of running the service and the value it delivers. Tu