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SAP accompagne la transformation du groupe Kering avec des solutions technologiques innovantes

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Le groupe Kering renouvelle sa confiance en SAP pour ses activités finance, retail et supply chain, avec la mise en place de solutions de nouvelle génération ayant comme cœur l’ERP S/4HANA for Fashion.

Kering est un groupe mondial de luxe qui regroupe un ensemble de Maisons emblématiques dans le monde de la couture et de la maroquinerie, telles que Gucci, Saint Laurent, Bottega Veneta, Balenciaga, Alexander McQueen et Brioni. Kering est également présent dans le secteur de la joaillerie avec les marques Boucheron, Pomellato, DoDo et Qeelin. Enfin, le groupe a créé en 2015 Kering Eyewear, une entité dédiée à la lunetterie haut de gamme et sport. Kering comptait en 2021   plus de 42.000 collaborateurs pour un chiffre d’affaires annuel de 17,6 milliards d’euros.

Depuis quelques années, le groupe est engagé dans un ambitieux projet de transformation digitale, tant au niveau corporate que de ses marques.

Cette transformation en matière d’innovations et de technologies passe notamment par l’harmonisation des fonctions corporate et par le déploiement de services partagés pour les marques afin qu’elles puissent rester dédiées à leur cœur de métier, la création. Dans le même temps, cela implique une simplification et une rationalisation des systèmes d’information (SI) afin d’atteindre l’excellence opérationnelle et de contrôler les coûts.

L’IT joue un rôle clé dans cette transformation de l’organisation. La DSI de Kering a en effet pour vocation de proposer des solutions communes à l’ensemble des entités du groupe. « Nous nous focalisons actuellement sur trois fonctions clés, explique Nicolas Gauthier, Group Chief Information Officer chez Kering : le retail, afin de proposer le bon produit, au bon moment, la supply chain, avec comme objectif une livraison toujours plus rapide des produits et enfin la finance, afin de soutenir les équipes. »

Afin d‘accompagner cette transformation, Kering a choisi un ensemble de solutions SAP innovantes. « Nous voulons mettre en place une plate-forme permettant de se doter de processus plus efficaces, d’effectuer des échanges de données en temps réel et d’harmoniser nos modèles opératoires. Notre système SAP est probablement l’un des plus importants du marché, avec une instance couvrant trois domaines, trois régions et soixante pays. Il est interfacé avec tous nos systèmes, magasins et entrepôts. »

Aller vite dans la construction de la nouvelle plate-forme SAP

Kering a ainsi sélectionné le meilleur des solutions SAP pour répondre aux besoins de ses métiers. Le groupe a en ligne de mire l’adoption de l’ERP SAP S/ 4HANA Retail et Fashion, accompagné d’une interface utilisateur ergonomique s’appuyant sur la technologie SAP Fiori. À cet effet, il a renouvelé son partenariat stratégique avec SAP. « Nous devons aller vite, afin de respecter le rythme de transformation fixé par le groupe », explique Nicolas Gauthier.

Mais l’organisation doit également faire face à d’autres challenges : savoir insuffler ses principes et bonnes pratiques dans le nouveau système d’information (SI) SAP, être capable de déployer ces nouvelles solutions sans impacter les opérations courantes tout en créant un système respectueux de l’environnement. « Du point de vue technique, toutes nos solutions sont conçues pour avoir un impact minimal sur l’environnement. Nous publions d’ailleurs un rapport incluant une évaluation de l’impact environnemental de nos activités. Du point de vue métier, nous essayons de mettre en place dans notre ERP SAP des processus capables de réduire l’empreinte carbone du groupe Kering. »

Kering a dans un premier temps travaillé sur les fonctions finance. « C’est le cœur du SI, sur lequel se connectent le retail et la supply chain », analyse Nicolas Gauthier. Le core model finance a été déployé avec succès dans les principaux pays du groupe (dont la zone EMEA), et ce pour toutes les marques.

 

 

Savoir rester à l’écoute

Le succès du projet repose sur une recette éprouvée : « Nous restons très proches des utilisateurs. Nous écoutons tous nos interlocuteurs, afin de délivrer la solution attendue. Nous utilisons également des méthodes de développement agile et nous construisons nos solutions étape par étape, afin d’éviter tout effet tunnel. Enfin, nous nous challengeons en continu, en évaluant le taux d’adoption et l’utilisation des solutions que nous proposons aux métiers. »

SAP est un partenaire qui accompagne et propose les innovations qui donnent corps au projet de transformation de Kering. « SAP a un rôle à jouer pour nous aider à implémenter notre vision, non seulement, sur la partie technique, mais en apportant également des idées nouvelles sur la manière d’adresser certaines problématiques métiers. Nous avons noué une relation très proche, nos experts parlant avec leurs experts, nos managers avec leurs managers. La qualité du service premium Max Attention est un élément déterminant du succès de la transformation de Kering qui nous permet de bénéficier de l’entièreté du potentiel et de la valeur des solutions SAP ».

 

 

 

 

The post SAP accompagne la transformation du groupe Kering avec des solutions technologiques innovantes appeared first on SAP France News.

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How to Scale Your Design Process and Improve Handoff

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It’s something every design team dreams about – a better design process and handoff procedure. Your design team is not alone if you are looking for a better solution.

Imagine what your workflow would look like if you could forgo the struggles of image-based technology, design and handoff with accurate components that have interactive features. Projects in the design phase will look more like final products and, most importantly, interact like final products. 

Let’s imagine a new design process together.

Challenges of an Image-Based Design Process

Here’s what we all know – image-based design tools provide pictures of components in the visual form but lack the interactivity and conditions that exist in the end-product. There’s not a high level of functional fidelity there, and it can cause confusion among design teams and rework.

These tools require you to redraw the fundamental components and design with boxes and rectangles, which takes too much time and can create a disconnect between the design and development teams. 

Further, you don’t fully maximize the potential of a design system because of inconsistencies between code-powered systems that developers use and these image-based systems for designers. There’s an innate gap between maintaining the environments and creating consistency in components. 

The final and maybe most difficult challenge with an image-based design process is in usability testing. You just can’t test an image the way you can working components. If the prototype is not interactive enough, you lose valuable feedback in the testing process. Functional fidelity is a must-have design and development tool in 2022. 

Iress, market-leading financial software, had many of these same problems in its design system process. You can probably relate to its story, which includes a designer and engineer who aren’t entirely on the same page, hit the deadline and have to deliver, and then get customer feedback. The result was a lot of extra headaches and work. 

But there is a better way: Import all user interface components into a code-powered design system in sync with a design tool so that your team can work in harmony to build, scale, and handoff projects with ease. 

Scale Design With Accurate Components

Here’s what most design and development teams want en route to building products: Accurate components with built-in interactivity, states, and conditions. No redrawing boxes and rectangles; no trying to figure out what states and interaction should be.

And if you can do it with ten times the speed and agility? Now you’re really in business. 

“It used to take us two to three months just to do the design. Now, with UXPin Merge, teams can design, test, and deliver products in the same timeframe,” said Erica Rider, Senior Manager for UX at PayPal. “Faster time to market is one of the most significant changes we’ve experienced using Merge.”

The time and workflow savings come from the ability to maintain only one environment as a product team. Rather than image-based tools, a code-powered design system that will push updates to components as the design evolves is the modern way to work. This workflow can also eliminate duplicate documentation so that your team has a single source of truth for whole product teams. 

Now you can be more agile in the design process and scale. And as Rider hinted at, there is a solution already available in UXPin Merge. 

Scalability with accurate design components has other benefits as well. 

Teams can onboard people faster because the design system is in the design tool. There’s less searching for answers with drag and drop-ready building blocks. New team members will find more success and be more valuable to the team quicker due to fewer inconsistencies and errors. 

Testing also gets a boost as you scale with a single source of truth. You can actually create better usability tests with a high-fidelity, functional version of the prototype, allowing users to leave more valuable and detailed feedback that can improve your product in the early stages. 

Better Handoffs Start Here

As you imagine a better design process, take it one step further. Better handoffs are a goal for most teams. 

An interactive component-based design tool can eliminate the need for multiple iterations of the same meeting to explain how a prototype works. Everyone can see and interact with it for themselves with accurate, true components that ensure the prototype works the same as the product. 

Designers will feel more like their vision is making it into the final product, and developers have a better idea of how to work. Everyone has the exact same components written in code. Thanks to the single source of truth, devs can speed up as they build the product because they start with components that include production-ready code.

A typical design to developer handoff might have multiple steps: Create vector design elements, create a model for interactions, and then send the prototype with documentation. Not to mention the meetings that are required to make sure everyone is on the same page.

In a model with interactive component elements, the developer handoff is fast and easy; they create a prototype with true components and all the built-in properties. The developer copies the JSX code and pastes it into his tool to build the final product. All the component properties and their coded interactions already exist in the source code. This is possible because the source of truth is the code itself, the source code.

Quick Tool Solution and Technical Use

This solution to this common challenge is not somewhere in the future; it’s already here.

UXPin, a code-based design tool, has Merge technology, which allows you to bring all interactive components into UXPin. Then you can use your own, or the open-source library with the ready-made building blocks to get products ready faster.

Here are just a few of the things you can do with Merge by UXPin:

  • Integrate your developer’s storybook to use it as a single source of truth (works for all frameworks)
  • Import design system components from a dev’s Git repository, such as GitHub, Bitbucket, GitLab, or others (works with React)
  • Work with the built-in MUI library
  • Add the npm component package to UXPin on your own (no developer required)
  • Design with the confidence that your work can be ideally reflected by developers
  • Create and share a library of interactive components

Summary 

Say bye-bye to redrawing rectangles – build more accurate prototypes easier and end-products faster with Merge by UXPin.

Now is the time to solve one of your biggest design challenges while upgrading and scaling the design process and improving handoffs. 

Merge by UXPin is user-friendly and made for scalable projects of almost any size. The line between design and development blurs with quicker product release and a fully-interactive solution. Request access today.

 

[– This is a sponsored post on behalf of UXPin –]

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What is the “Minimum” in Minimum Viable Product?

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“Minimum Viable Product,” or “MVP,” is a concept of agile development and business growth. With a minimum viable product, you focus on creating the simplest, most basic version of your product, web application, or code possible.

Minimum viable products include just enough features to attract early adopters and validate your idea in the early stages of the development lifecycle. Choosing an MVP workflow can be particularly valuable in the software environment because it helps teams receive, learn from, and respond to feedback as quickly as possible.

The question is, how exactly do you define the “minimum” in MVP? How do you know if your MVP creation is basic enough while still being “viable”?

Defining the Minimum Viable Product: An Introduction

The concept of “Minimum Viable Product” comes from the Lean Start-up Methodology, introduced by Eric Ries. The purpose of MVP is to help companies quickly create versions of a product while collecting validated insights from customers for each iteration. Companies may choose to develop and release minimum viable products because they want to:

  • Introduce new products into the market as quickly as possible;
  • Test an idea with real users before committing a large budget to product development;
  • Create a competitive product with the use of frequent upgrades;
  • Learn what resonates with the target market of the company;
  • Explore different versions of the same product.

Aside from allowing your company to validate an idea for a product without building the entire concept from scratch, an MVP can also reduce the demand on a company’s time and resources. This is why so many smaller start-ups with limited budgets use the MVP and lean production strategy to keep costs as low as possible.

Defining an MVP: What your Minimum Viable Product Isn’t

When you’re building a Minimum Viable Product, you’re concentrating on developing only the most “essential” features that need to be in that product. For instance, you might be building a shopping app for a website. For the app to be “viable,” it would need to allow customers to search through products and add them to a basket or shopping cart. The app would also need a checkout feature and security components.

However, additional functionality, like the ability to send questions about an item to a customer service team or features that allow clients to add products to a “wish list,” may not be necessary straight away. Part of defining a minimum viable product is understanding what it isn’t. For instance, an MVP is not:

  • A prototype: Prototypes are often mentioned alongside MVPs because they can help with early-stage product validation. However, prototypes are generally not intended for customers to use. The “minimum” version of a viable product still needs to be developed enough for clients and users to put it to the test and provide feedback.
  • A minimum marketable product: An MVP is a learning vehicle that allows companies to create various iterations of an item over time. However, a minimum marketable product is a complete item, ready to sell, with features or “selling points” the company can highlight to differentiate the item from the competition.
  • Proof of concept: This is another similar but distinct idea from MVP. Proof of concept items test an idea you have to determine whether it’s attainable. There usually aren’t any customers involved in this process. Instead, companies create small projects to assess business solutions’ technical capabilities and feasibility. You can sometimes use a proof of concept before moving on to an MVP.

Finding the Minimum in your MVP

When finding the “minimum” in a minimum viable product, the primary challenge is ensuring the right balance. Ideally, you need your MVP to be as essential, cost-effective, and straightforward as possible so that you can create several iterations in a short space of time. The simpler the product, the easier it is to adapt it, roll it out to your customers, and learn from their feedback.

However, developers and business leaders shouldn’t get so caught up focusing on the “Minimum” part of Minimum Viable Product that they forget the central segment: “Viable”; your product still needs to achieve a specific purpose.

So, how do you find the minimum in your MVP?

1. Decide on Your Goal or Purpose

First, you’ll need to determine what your product needs to do to be deemed viable. What goal or target do you hope to achieve with your new product? For instance, in the example we mentioned above, where you’re creating an ecommerce shopping app, the most basic thing the app needs to do is allow customers to shop for and purchase items on a smartphone.

Consider the overall selling point of your product or service and decide what the “nice to haves” are, compared to the essential features. For instance, your AR app needs to allow people to interact with augmented digital content on a smartphone, but it may not need to work with all versions of the latest AR smart glasses.

2. Make a List of Features

Once you know the goal or purpose of your product, the next step is to make a list of features or capabilities you can rank according to importance. You can base your knowledge of what’s “most important” for your customers by looking at things like:

  • Competitor analysis: What do your competitors already offer in this category, and where are the gaps in their service or product?
  • User research: Which features or functionalities are most important to your target audience? How can you make your solution stand out from the crowd?
  • Industry knowledge: As an expert in your industry, you should have some basic understanding of what it will take to make your product “usable.”

3. Create Your Iterations

Once you’ve defined your most important features, the next stage is simply building the simplest version of your product. Build the item according to what you consider to be its most essential features and ask yourself whether it’s serving its purpose.

If your solution seems to be “viable,” you can roll it out to your target audience or a small group of beta testers to get their feedback and validate the offering. Use focus groups and market interviews to collect as much information as possible about what people like or dislike.

Using your feedback, you can begin to implement changes to your “minimum” viable product to add more essential features or functionality.

Understanding the “Minimum Viable Product”

Minimum viable products are evident throughout multiple industries and markets today – particularly in the digitally transforming world. For instance, Amazon might be one of the world’s most popular online marketplaces today, but it didn’t start that way. Instead, Jeff Bezos began purchasing books from distributors and shipping them to customers every time his online store received an order to determine whether the book-selling landscape would work.

When Foursquare first began, it had only one feature. People could check-in at different locations and win badges. The gamification factor was what made people so excited about using the service. Other examples include:

  • Groupon: Groupon is a pretty huge discount and voucher platform today, operating in companies all around the world. However, it started life as a simple minimum viable product promoting the services of local businesses and offering exclusive deals for a short time. Now Groupon is constantly evolving and updating its offerings.
  • Airbnb: Beginning with the use of the founders’ own apartment, Airbnb became a unicorn company giving people the opportunity to list places for short-term rental worldwide. The founders rented out their own apartment to determine whether people would consider staying in someone else’s home before eventually expanding.
  • Facebook: Upon release, Facebook was a simple social media tool used for connecting with friends. Profiles were basic, and all members were students of Harvard University. The idea quickly grew and evolved into a global social network. Facebook continues to learn from the feedback of its users and implement new features today.

Creating Your Minimum Viable Product

Your definition of a “minimum viable product” may not be the same as the definition chosen by another developer or business leader. The key to success is finding the right balance between viability – and the purpose of your product, and simplicity – or minimizing your features.

Start by figuring out what your product simply can’t be without, and gradually add more features as you learn and gain feedback from your audience. While it can be challenging to produce something so “minimalistic” at first, you need to be willing to release those small and consistent iterations if you want to leverage all the benefits of an MVP.

Suppose you can successfully define the meaning of the words “Minimum” and “Viable” simultaneously with your new product creations. In that case, the result should be an agile business, lean workflows, and better development processes for your entire team.

 

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How to Get Started with the MVP Workflow

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Few things are more important to a web designer or developer’s chances of success than having the proper workflow. The term “workflow” applies to the set of standardized steps you or your company uses to create, test, and deploy designs or products.

Over the years, as development processes have evolved, so too have the workflows experts use to bring their ideas to life. The MVP workflow, or “Minimum Viable Product” strategy, is one of the most popular options in 2022.

Here’s what you need to know about the MVP workflow and how it differs from some of the other standard workflows developers may be used to.

What is the Designer/Developer Workflow?

As mentioned above, the designer/developer workflow is a series of steps used by experts in the web design world to achieve a creative goal. The process includes the steps taken to start a project, evolve it, and finish it. Since software is never developed without tools, the technology you’ll access throughout the development process is also considered in most workflows.

An example of a standard development workflow might look like this:

  • Scaffolding: This is the stage wherein you start your new web project, creating a git repo, downloading libraries, preparing file structures, and completing other tasks to make sure your product is ready to roll out into the world.
  • Develop: This is where you’ll spend most of your time writing code for your application or website. The development process may include various specific tools and support from other staff members.
  • Test: In this stage, you examine the functionality of your code to determine if everything works as it should. If there are errors or issues, you can go back and develop fixes to the potential problems. Your code may go through the development/test process several times before you can move to the next stage.
  • Integrate: This is when you merge the code for your part of the development process with the rest of the team. You can also integrate your code into websites and existing apps at this point. If you’re working solo, you can skip this process.
  • Optimize: You prepare all your assets for use on a production server during the optimization stage. Files are generally optimized to ensure your visitors can view your site easily or access your applications with ease.
  • Deploy: In the deployment stage, developers push code and assets up into the server and allow for changes to be viewed by the public.

What is MVP? (Minimum Viable Product)

Now you know what a developer workflow looks like, you can begin to assess the concept of the “MVP” workflow. The term “MVP” stands for Minimum Viable Product.

The idea of “Minimum Viable Product” applies to a range of industries, from education to healthcare and government entities. This term comes from lean start-up practices and focuses heavily on the value of learning and changing during the development process.

When you adapt your workflow to focus on an MVP, you’re essentially adjusting your focus to a point where you can create a stripped-back version of something new – like an app or a website. The MVP is built just with the core features (the minimum), so you can bring the idea to market and test it as quickly as possible.

For instance, if your goal were to create an attractive new website for a client, an MVP would focus on implementing the crucial initial tools, and nothing else. While you may create checkout pages, product pages, and other aspects of the site, you wouldn’t populate it with content or start experimenting with bonus widgets and apps.

So, how does this offer a better alternative to the standard workflow?

Simply put, an MVP workflow is quick, agile, and easy. The idea is you can validate key concepts with speed, fail quickly, and learn just as fast. Rather than having to build an entire app and almost start over from scratch every time you find an error, you can race through the iteration and development process.

MVP workflows are also highly appealing to start-ups and entrepreneurs hoping to validate ideas without a massive amount of upfront investment.

Examples of MVP Workflows

Still confused? The easiest way to understand how an MVP workflow works is to look at an example.

Let’s start with a conceptual example. Say you were building a voice transcription service for businesses. The desired features of this product might include the ability to download transcription, translate them into different languages, and integrate them into AI analytics tools.

However, using the MVP approach, you wouldn’t try to accomplish all of your goals with your software at once. Instead, you’d focus on something simple first – like the ability to download the transcripts. Once you confirm you can do that, you can start a new workflow for the next most important feature for the app.

One excellent example of a company with an MVP approach is Airbnb. The entrepreneurs behind this unicorn company, Joe Gebbia and Brian Chesky, didn’t have a lot of cash to build a business with at first. They had to use their own apartment to validate the idea of creating a website where people could share their available “space” in a home or apartment with the public.

To begin, Airbnb only created a very basic website, published photos of their property, and waited to see the results. After discovering people were genuinely interested in renting another person’s home, the company was able to begin experimenting with new ideas to make a site where people could list their properties for travelers.

The Pros and Cons of an MVP Workflow

There are a lot of benefits to the MVP workflow – particularly when it comes to gaining agility and developing new products quickly. However, there are downsides too.

Pros

  • With an MVP approach, you can maximize your learning opportunities and create a more innovative, successful product at speed. You get to test every step of the way.
  • You release iterations or versions of your product quickly, which means you discover problems faster, allowing you to quickly solve these issues.
  • You build on the benefits of customer fans, “evangelists” in the marketplace who are keen to help your product or service grow.
  • An MVP gives you more freedom to try out unique ideas and “risks” you might otherwise avoid with a traditional workflow.
  • Because you’re focusing on creating only the “minimum viable product,” you don’t have to spend a fortune on initially setting up your workflows.

Cons

  • Agile work with an MVP flow requires a lot of effort in collecting constant feedback from customers and releasing iterations.
  • You’ll need to dedicate yourself to releasing many small and frequent product releases on a tight schedule.
  • You might have to revise the functionality of your product or app a number of times.

Creating Your MVP Workflow

If you believe an MVP workflow might be effective for you, the first step is defining your “Minimum Viable Product.” The app, website, or product you design needs to align with your team’s strategic goals, so think about what your company is trying to achieve at this moment – before you get started. If you have limited resources, or specific purposes, like improving your reputation as a reliable company, now might not be the right time to develop a new MVP.

Ask what purpose your minimum viable product will serve and what kind of market you’re going to be targeting. You’ll need to know your target customer to help you test the quality and performance of each iteration of your MVP. Once you know what your ideal “product” is, ask yourself what the most important features will be.

You can base these decisions on things like:

  • User research
  • Competitive analysis
  • Feedback from your audience

For example, if you’re producing an AI chatbot that helps companies to sort through customer inquiries, the most important “initial feature” may be the ability to integrate that bot into existing websites and apps owned by the company.

MVP Approach Guidelines

Once you have your hierarchy of most valuable features for your minimum viable product, you can translate this into an action plan for development. Remember, although you’re focusing on the “minimum” in development, your product still needs to be “viable.” In other words, it still needs to allow your customer to achieve a specific goal.

  • Review your features: Reviewing your prioritized product requirements and the minimum level of functionality you can deliver with each of these “features.” You need to ensure you’re still providing value to your customer with anything you produce.
  • Build your solution: Build your minimum set of features for the product or service. Remember to build only what is required. You can use methodologies like the agile or waterfall method to help guide your team during this process.
  • Validate your solution: Release your offering into the market, and ensure you have tools in place to gather feedback from early adopters. Use beta programs, focus groups, and market interviews to understand how your solution works for your customers and where you can improve on your current offer.
  • Release new iterations: Based on what you learn from your target audience, release improvements to your product quickly. Use your validation strategies to collect information from your audience with each release.
  • Review again: Go back to your product requirements and desired features and start the process over again, this time focusing on the next most valuable functionality. Over time, the value of your minimum viable product will increase.

Using the MVP Workflow Approach

While the MVP workflow approach might not be the right solution for every development or design team, it can work very effectively in the right circumstances. The MVP approach doesn’t minimize the importance of understanding market problems and delivering value. Instead, the focus is on delivering quick value that gradually increases and evolves over time.

As many developers and designers know, the most useful form of product validation in most cases is real-world validation. When your customers have had an opportunity to use a product on a day-to-day basis, they can provide much more effective feedback.

Just keep in mind that committing to the MVP approach also means changing your workflow and committing to iterations – otherwise, other features may never be completed. You’ll need to be willing to work quickly and in small bursts without getting too heavily caught up in one feature or functionality.

 

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Enterprise Architecture Governance: A Holistic View

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Introduction

Governance is the way in which an organization is run and controlled [1]. Governance is the way rules, norms, and actions are structured, sustained, regulated, and held accountable [2].

Generally, governance is categorized into three types based on the nature of the organization, type of outcomes desired, and practical agenda of the organization [3-12].

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What Is Agile Development? Part 1

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Much of the software development world has adopted new methodologies, such as agile, that enable them to deliver changes and updates to critical systems more quickly and efficiently.

In this 2-part blog series, I explain what agile development is and how it helps deliver software faster and then explore how you can implement this approach in SAP.

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Agile Integration – What Is It?

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Have you heard about Agile Architecture practices or about how adaptive methods can help us create solutions iteratively without the Big Up-Front Design? 

Agile Integration arises among these scenarios of constant innovation, where solutions need to be published in ever-smaller development cycles and meet the business needs and the expected time-to-market. We can say that Agile Integration practices are among the main catalysts for accelerating companies’ digital transformation journeys.

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9 Best Software Architecture Books and Sites

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Technical leaders and senior developers often ask me about any specific books in software architecture and websites they should read to start working as software architects. I think that the developer is mature enough to develop a technical solution and he or she needs only some additional soft skills.

So, I hope that this list of books will be useful for any technology stack and domain. These books and websites give general information about architecture patterns, technical documentation, techniques to get non-functional requirements and develop soft skills.

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Does Continuous Improvement and Delivery Make You Agile?

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I try not to get involved in arguments – but when a debate started in the Dev Interrupted Discord about if exceptional continuous improvement (CI) or continuous delivery CD) makes a group agile or not, I had to jump in. I’ve helped build many high-performing teams with agility, and I know that neither CI/CD nor Scrum makes an organization Agile.

It’s Not What You Do, It’s How You Respond

Probably my favorite way I’ve ever heard someone describe agility was that it’s about moving away from believing we can predict and plan everything to sensing reality and responding to it instead.

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Agile Is a Thought Process, Not a Work Process

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What makes a High-Performance team different from others? Is there any framework or way to build a high-performance team? We all know agile as a framework. Does it help us to build the High-Performance Team? If you and your team follow the agile framework, can just following agile make your teams a high-performance team? In my experience with agile, I have seen teams follow agile by the book, and they do not want to deviate from what they read in the book. Sometimes in teams, it is merely an agile process just for its sake or pushed top to bottom. For me, Agile is a philosophy that enables teams/individuals to be better. You can reap the benefits of agile if you follow it unrestrainedly. We must show agility in our thought process rather than in the work process. Now the question is, if agile is a philosophy to follow, then how does it help us? Do we see agile in real life from which we can learn?  

Let us answer these questions with a relatable example of a weight loss journey and co-relate that to your agile team. I chose this as an example to answer questions because I believe you will relate to this example even though you have or are not going through this journey.

Source de l’article sur DZONE

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