Corporate Revolutionary Library

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Conversations about architecting the enterprise for agility often start with a consideration of new technologies. However, this only works when enterprises processes and policies that support them ...

The lender has embraced DevOps as a way to speed up the delivery of IT environments, aid developers and cut costs.

How Scrum Teams Fail Stakeholders and What You Can Do About It: from overpromising results to neglecting feedback — Age-of-Product.com.

The one constant in legacy systems is that they can’t just be switched off. We find out how Ticketmaster has adapted its legacy IT to DevOps.

In any kind of relationship trust is a treasure that is hard to gain but easy to lose. I will share with you the 5 core elements needed to build trust in your relationships

Check out this blog to learn how to integrate ITIL and agile principles to improve your company's service delivery, efficiency, and collaboration.

Learn from our scrum experts on how to create a good definition of Done and why it’s so critical in ensuring incremental improvement in product development.

Business justification is first assessed prior to a project being initiated and is continuously verified throughout the project lifecycle. This is a very i...

How to help your organization evolve to DevOps

Estimate inflation is when the estimate assigned to a product backlog item (usually a user story) increases over time. Triangulating prevents this.

Learn the best ways to boost team collaboration and understand which collaboration software tools fit your business needs.

Resistance to change is natural when employees are asked, well, to change. You can reduce employee resistance to change by taking these actions.

Hubot is your friendly robot sidekick. Install him in your company to dramatically improve employee efficiency.

Theory Of Constraints Institute offers advisory services, business coaching and training workshops that inspire decisive action and improve business performance significantly.

The deployment pipeline is the key pattern that enables continuous delivery. A deployment pipeline implementation provides visibility into the production readiness of your applications by giving feedback on every change to your system. It also enables team members to self-service deployments into their environments. Learn how to create and manage a deployment pipeline, and how to use the crucial information it provides on the bottlenecks in your software delivery process so you can work to continuously improve it.

At the London DevOps Enterprise Summit 2017 conference, the first morning of keynotes provided many takeaways for enterprise organisations looking to embrace DevOps and the principles of business agility, operational stability, and increased innovation.

ING Bank says a six-year transition to DevOps and agile development methodologies is playing a critical part in the achievement of its 'Think Forward' digital transformation strategy.

Subscribe to our YouTube channel to stay up to date on all of our world-class products and exciting updates: https://goo.gl/YhZF9h A continuous delivery platform is an enabler and collaborative tool for DevOps team to bring agility and performance as needed to serve their business users. Through continuous delivery and a DevOps way of working, ING significantly increased the tim

Stories from the people who build @Instagram.

Follow Hamid, or ask questions from him on Twitter here: https://twitter.com/hamidsFor Scrum software, visit: https://goo.gl/T6F2KXScrum Overview Diagram:: h...

XP teams have to manage stories and tasks. The INVEST and SMART acronyms can remind teams of the good characteristics of each.

The agile manifesto outlines 4 values and 12 principles for teams, but—decades later—is it still relevant? Is it time to move on, or time to refocus?

Reprint: R0803H An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool’s conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution’s functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors’ goal—and the purpose of their tool—is to help you paint an honest picture of your firm’s learning culture and of the leaders who set its tone.

Learn how high-performing IT organizations compete and win in the marketplace through curated books, research, and events such as DevOps Enterprise Summit.

The amount of time you lose to distractions at work is much longer than you think. Learn how to refocus, regain lost time, and increase your productivity!

This paper discusses how ITIL's guiding principles combine with the DevOps guidance to create a culture that encourages continual experimentation.

This paper considers the inseparability of service management and digital transformation, and examines how ITIL 4 drives the need for new ways of working.