Sublime
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Learn and use the basics within a couple of hours Buffer projects holistically (at a project or subproject level, not at a task level) View resource demands globally (across all projects and portfolios) Use a common resource pool definition Use and save templates Work together on projects globally (in today’s delivery mechanisms, this implies cloud
... See moreGerald Kendall • Advanced Multi-Project Management: Achieving Outstanding Speed and Results with Predictability
The research for the State of DevOps Reports from 2013 to 2019 was a cross-population study that spanned over thirty-six thousand respondents over six years. It showed that architecture determined if it was possible for teams to:58 •make large-scale changes to the design of the system without the permission of someone outside the team or depending
... See moreSteven J. Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
Mandating specific practices on people and teams is an antipattern. As Martin Fowler, Chief Scientist of ThoughtWorks and Agile Manifesto signatory, put it: Imposing a process on a team is completely opposed to the principles of agile, and has been since its inception. A team should choose its own process—one that suits the people and context in wh
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
Clay Parker Jones • Pace Layers for Organization
Design Thinking
Jennifer • 1 card
Rother has made a guide to deploying the Improvement Kata, The Improvement Kata Handbook, available for free on his website at http://bit.ly/11iBzlY
Jez Humble, Joanne Molesky, • Lean Enterprise: How High Performance Organizations Innovate at Scale
Kat Popiel
@katpopiel
Daily fast-track issue resolution. This process, normally run by a member of the senior management team, is a daily meeting with project managers to identify and resolve blocking issues
Gerald Kendall • Advanced Multi-Project Management: Achieving Outstanding Speed and Results with Predictability
Complete separation of duties: execs in charge of strategy, managers in charge of setting objectives, engineers free to execute their work as they see best.