Agile

FNB and Entelect: Skills Partnership for Business Value

FNB Business Banking serves nearly a million clients; these businesses are the lifeblood of communities and depend on our range of financial solutions. In addition to great products, our service sets us apart in the industry and is one of the reasons we have been voted Best Business Bank 5 years running. Whether a small…

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Leaderex 2018: Agility, the future of banking and SME support

11000 people packed into the Sandton Convention Centre for Africa’s largest annual gathering of business leaders, professionals and entrepreneurs. Featuring over 250 talks and exhibitions at this year’s event it is a market place of ideas covering venture capital, education, digital, insurtech, AI, banking and much more. During the day I presented a talk on…

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“A Disciplined Viewpoint” with Scott Ambler and Mark Lines

IndigoCube’s Business Agility 2018 offered expert insights from two leading Agile thinkers who have practiced their craft for decades with leading companies around the world. Building on their key roles in the Agile movement, they have developed and applied ways to help teams “Be Awesome”, especially in complex transformational journeys. Their Disciplined Agile framework drives…

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“Personifying Practices” – A theory of Agile teams, Part 2

My human-factors research on Agile software development teams is developing a theory about what is going on in their environment, specifically regarding the impact of management and leadership in large organisations. Part 1 – introduces the core category of “Personifying Practices” as a way of explaining certain human interaction Part 2 (this article) – constructs the theory in more…

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“Personifying Practices” – A theory of Agile teams, Part 1

My human-factors research on Agile software development teams is developing a theory about what is going on in their environment, specifically regarding the impact of management and leadership in large organisations. Part 1 (This article) – introduces the core category of “Personifying Practices” as a way of explaining certain human interaction Part 2 – constructs…

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Factors affecting Agile team environments

This article provides initial results from ongoing research into Agile software development teams in large companies. Such teams usually depend on management’s policies and processes to establish and run their organisational environment, while they focus on the job of delivering great software. The Agile Manifesto specifies that such environments must be supportive and we must,…

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SAICSIT 2017: “Computing for humanity in today’s world”

The annual conference of the South African Institute of Computer Scientists and Information Technologists is an opportunity for academics and practitioners to present the latest research in their fields. Hosted this year by Central University of Technology and University of the Free State the humanitarian theme of the 23rd event was intended to stimulate debate…

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FNB Codefest and Agile: Collaboration

Codefest and Agile

FNB Codefest is an Innovation contest run annually by FNB which includes a 48 hour coding marathon during which developers build innovative solutions to business problems. Three codefests have been held, two in 2015 and the third one in October 2016 which attracted over 250 participants who created over 30 working prototypes. A total of…

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Agile in the Enterprise – A scenario model to help managers succeed: Part 2 of 2

Agile in the Enterprise

Managers can help Agile projects succeed if they understand their environment better. The previous article considered practical examples of how managers are affecting the environments of Agile projects in large organisations. While there are benefits to adopting Agile methods, most of its research and methodologies are focused on the inside-out aspects of running software development…

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Creating the Best Environment for Succeeding at Agile:Part 1 of 2

Succeeding at Agile

From one manager to another – you need to rethink your model of leadership. Agile Software development has its roots in iterative product development characterised by small, autonomous teams that are highly empowered. As early as 1986, Harvard Business professor of Strategy Hirota Takeuchi proposed changing the “relay race” or sequential approach of product development…

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