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Key enablers for Enterprise 2.0 | Aide-Memoire
# Agile methods
# Clear goals & responsibilities
# Content
# Flexible governance
# Information architecture
# Internal evangelists
# Stage containment
# Start small, no big-bang
# Tiger teams
# Virtualized sandpit environments
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Devenir une entreprise apprenante a fait le succès de Toyota et du courant Lean. Le Lean Software Development reprend le principe et place au coeur de cette stratégie deux outils incontournables: Itération (Tool 3) et Feedback (Tool 4). Sur ces deux outils vont alors s'appuyer d'autres préconisations comme la synchronisation, les alternatives de conception, la communication sur les contraintes et l'émergence de la solution.
En somme : on apprend par la pratique (et donc) on apprend aussi de ses erreurs... Au fond, c'est tellement vrai !
Borland’s own ‘journey’ to Agile forms foundation for new software delivery management solutions | Dana Gardner’s BriefingsDirect | ZDNet.com
As part of the podcast, I asked Peter what surprised him most about this Agile journey at Borland. “The thing that surprised me,” he said, “is how powerful it is each morning when everybody gets around the table and actually goes through what they’ve done
Scrum in marketing: making enterprises adaptive
Nowadays to be successful, a company has to be fast to adapt. Driven by business priorities, managers use progressive methods of product development aimed to cure the mistakes of traditional approaches. Some of these methods acquired the name of agile project management. These methods originated in R&D departments and now are introduced in marketing as well.
Project Management 2.0 Blog: Social Project Management. Social Project Management: Another Point of View
According to Leisa, they are: small teams, motivated people, limited planning, minimal scope, small projects, rapid release, responsiveness, and iterations. Leisa noted that the essential point of her presentation was that “there are other ways to manage projects than ye olde fashioned waterfall methodology.”
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