Results 96 resources
Don’t Build It: A Guide For Practitioners In Civic Tech / Tech For DevelopmentJordan, L. - 2021 - Grassroot and MIT Governance Lab
If you just remember these... If you can avoid building it, don’t build it; if you have to build it, hire a CTO, ship early, and mature long; and no matter what, draw on a trusted crew, build lean and fast, and get close to and build with your users as soon as possible. --- This guide aims to help you avoid bad projects, structure the team right, ship and learn quicker, and mature longer. The guide starts with project selection, including why the best project to select is no project at...
Discussing Adaptive Approaches for Development ProgrammesPett, J. - 2020, November 2 - Medium - LearnAdapt
What can adaptive approaches from other sectors teach development practitioners about dealing with uncertainty?
A Guide To Agile Project Management Methodology & ToolsAston, B. - 2020, October 1 - The Digital Project Manager
Looking to brush-up on agile? Here's your complete guide to agile project management, agile principles and key components, and the best agile tools for 2020.
Four ways development practitioners can borrow from private sector adaptive approachesPett, J. - 2020, September 28 - Medium - LearnAdapt
Agile, lean startup and human-centred design can be an answer — if you’re asking the right questions
Navigating adaptive approaches for development programmes (No. 589; Working Paper, p. 31)Pett, J. - 2020 - ODI
This working paper compares six of the most prominent adaptive approaches to emerge over the past two decades. Three come from the world of innovation, largely in the private sector (agile, lean startup and human-centred design), and three from the global development sector (thinking and working politically, forms of adaptive management and problem-driven iterative adaptation). While all of these approaches are valuable when used in the right context, practitioners may be perplexed by the...
Failing Forward: How CARE is Focusing on What Goes Wrong to Improve Impact (CLA Case Competition) [Text]Janoch, E. - 2019 - CARE
CARE's Failing Forward initiative is sparking opportunities to showcase the ideas that don't work so we can spend more time implementing the ones that do. It's changing the conversation inside the organization, and leading to changes in the way we design and implement programs.
The mandate to be agile is everywhere. But agile isn’t an on-off switch. It’s a skill and a mindset that is developed over time, through dedicated work, open teams, and lots (and lots) of practice
A Guide to Digital Feedback Loops. An approach to strengthening program outcomes through data for decision makingWhittle, D., & Campbell, M. - 2019 - USAID
Feedback is information about what happens as a result of what you do. Using that information to adapt what you do or how you do it creates what is called a feedback loop. A digital feedback loop uses digital technology at some stage of the feedback loop. Digital feedback loops help USAID missions improve the effectiveness and efficiency of their activities and can support partner countries on their journey to self-reliance through increased information sharing and improved government and...
Agile Development in the Age of Adaptive ManagementDavis, T., Orton-Vipond, S., & Staid, M. - 2019, February 14 - Development Gateway
Adaptive management – the idea that development projects should respond to real life complexities and be flexible enough to respond to unforeseen changes – is an often-praised approach to doing development differently, with donors and partners exploring how to apply it within their programming.
Portfolios of Agile Projects: A Complex Adaptive Systems’ Agent PerspectiveSweetman, R., & Conboy, K. - 2018 - Project Management Journal, 49(4)
While agile approaches can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile approaches such as Scrum. This study uses a...
A guide to agile communication - Defra digitalDEFRA Digital - 2018 - Departmetn for Environment, Food & Rural Affairs (UK)
This guide is intended for: people planning communications activity on behalf of agile teams people doing the communications activity (especially blogging, presenting, or filmmaking) people who manage the people described above, who want to understand what they're doing and why The government service standard encourages teams to work in the open as much as possible, echoing item 10 in the government design principles, “make things open, it makes them better”. This guide was written to help teams do just that.
Executives need to be a cross between Spider-Man and Simone Biles
Knowledge Management strategies and processes in Agile Software Development: a systematic literature reviewOuriques, R. A. B., Wnuk, K., Gorschek, T., & Svensson, R. B. - 2018 - CoRR, abs/1807.04962
Knowledge-intensive companies that adopt Agile Software Development (ASD) relay on efficient implementation of Knowledge Management (KM) strategies to promotes different Knowledge Processes (KPs) to gain competitive advantage. This study aims to
The five trademarks of agile organizationsWouter Aghina, Karin Ahlbäck, Aaron De Smet, … Jannik Woxholth - 2017 - McKinsey anc Company
Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. These trademarks complement the findings from The McKinsey Global Survey Results: How to create an agile organization.
How to create an agile organization - surveySalo, O., Ahlbäck, K., Fahrbach, C., & Murarka, M. - 2017 - McKinsey & Co.
Eighteen practices for organizational agility The survey asked respondents about a series of specific actions that underlie each of the 18 practices (9 of them stable, and 9 dynamic) of organizational agility; all of the practices are summarized in the table below. To rate respondents’ organizations, we asked how frequently their performance units engaged in each action that supports a given practice.
Real World SAFe – Leapfrogging a successful waterfall company into Scaled AgileSkarin, M. - 2017 - CRISP
Adaptive Approaches [+]
- Adaptive Learning (2)
- Adaptive Management (8)
- Agile & Lean approaches
- CLA (Collaborating Learning Adapting) (2)
- Design Thinking / HCD (5)
- MSD - Market Systems Development (1)
- Other sectors (11)
- PDIA (Problem-Driven Iterative Adaptation) (1)
- Systems Thinking / Complexity (3)
- TWP (Thinking & Working Politically) (2)
- Development Actors (1)
- Geography (1)
- MEL4 Adaptive Management (4)
- Networks and Communities of Practice (3)
- Practical (3)
- Sectors [+] (9)