Organizational change is relying more and more on quick decisions, short iterations for delivery of products and services, and Agile transformation methods.
One of the continuing challenges we see with some Scrum teams is a lack of improvement in how they work over time. There are many reasons for this, however continuous improvement is the reason we have a retrospective in Scrum.
Lean thinking and continuous improvement benefit assembly, resulting in triple monthly output of 737s from Boeing’s Washington plant.
How does the CEO impede or improve the pace of software development and addition of features while managing legacy code?