Anders Wallgren discusses life at Electric Cloud, upcoming events and the importance of continuous integration.

LeSS is a lightweight (agile) framework for scaling Scrum to more than one team. It was extracted out of the experiences of Bas and Craig while Scaling Agile development in many different types of companies, products and industries over the last ten years.LeSS consists of the LeSS Principles, the Framework, the Guides and a set of experiments. The LeSS framework is divided into two frameworks: basic LeSS for 2-8 teams and LeSS Huge for 8+ teams.But what does that all really mean? Find out.

LeSS is a lightweight (agile) framework for scaling Scrum to more than one team. It was extracted out of the experiences of Bas and Craig while Scaling Agile development in many different types of companies, products and industries over the last ten years.LeSS consists of the LeSS Principles, the Framework, the Guides and a set of experiments. The LeSS framework is divided into two frameworks: basic LeSS for 2-8 teams and LeSS Huge for 8+ teams.But what does that all really mean? Find out.

Where have we come from and where are we going? Agile over the years as seen by Shane Hastie.

Where have we come from and where are we going? Agile over the years as seen by Shane Hastie.

Ron and Chet discuss their conference experience, thoughts on the best sessions so far, trends in the industry and so much more!Buckle up.

Drum Roll Please..... - Form Stable Teams - Value Cohesion - Coach the Team - Watch Where You Place the Water Cooler - Help the Team Set Specific and Challenging Performance Goals Bonus Step* - Listen to this podcast.

Drum Roll Please..... - Form Stable Teams - Value Cohesion - Coach the Team - Watch Where You Place the Water Cooler - Help the Team Set Specific and Challenging Performance Goals Bonus Step* - Listen to this podcast.

Transforming an organization to become more agile requires more than just process change. Rather, it requires a complete culture shift. Sustainable, effective agile transformations affect all the elements of culture such as, leadership style, leadership values, work structures, reward systems, processes, and of course the work habits of people.

The responsibility process consists of a number of levels of progressive awareness:blame: looking outward and pointing at others as the source of your problems: they didn't deliver their part of the project in time for me to complete my workjustification: finding reasons in your environment for why things are the way they are: my computer wasn't working well and it slowed me downshame: an inward laying of blame or guilt for the situation: why can't I work harder and get this done?obligation: the sense that you have no choice but to get something done: I have to get this done because people are expecting itresponsibility: the target state of owning up to the situation and actively engaging from a positive position of power: I will complete the project because it gives me the opportunity to master this skill and opens doors to new ideasThere are two associated states that you also need to be aware of:denial: you do not believe that a problem exists or choose to ignore its existence. this is an avoidance mechanism that only serves to delayquit: an means to avoid the pain of coping with the other states. this is a passive attempt to resolve the issue but still leaves the underlying problem unresolved and likely to repeat.Once you have gained awareness of this mental model of responsibility, there are three keys to engaging to successfully reach an empowered state of responsibility:intention: you must enter a mindset where you are willing to act from a position of responsibilityawareness: you must recognize the problem you are addressing and your mental state relative to the problemconfrontation: you must look inward to discover the facts of the problem so you can confront it and yourself to find ideas and solutions