I was perplexed in the difference between the velocities of the two Agile (Scrum) teams. When I examined the metrics of two different Scrum teams, I noticed they produced wildly different outputs. The first, let’s call them Team Alpha, produced excellent work. Always completing on time and meeting their targets. The other, Team Beta, was late for target after target and their output was disappointing at best. Everyone involved was competent, highly motivated and each of them had worked together well on previous projects. There was nothing abnormal about their goals and the tasks assigned to the two teams was…read more
Adopting agile is never about adopting agile practices. It’s not even about adopting an agile culture. While those things are important, if you don’t achieve better business outcomes, adopting agile is not worth the investment. Your journey toward greater business agility starts by identifying what outcomes are most important to your company’s success. This knowledge helps you lay a foundation for making decisions about how to tailor your approach and guide your transformation to measurably show progress toward your critical business objectives.
Agile tends to focus on adaptability, but predictability is most often cited as the reason for an agile transformation.
As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market and revenue.
Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue.
As companies grow sometimes they slow down and lose the ability to innovate. Agile can help you get back your competitive edge.
Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
We start by helping you take a look at what your company values from a planning perspective and comparing that against what your customer values from a delivery perspective. Organizations often find themselves operating in ways that don’t align with the goals of their customers. They might try to adopt agile to get things in sync, but end up out of alignment with how the rest of their company does business. Getting everyone working together is a process that can be planned and executed with clearly defined goals and measurable outcomes.
Far too often agile is sold as a predefined set of roles, artifacts, and ceremonies, and when those roles, artifacts, and ceremonies don’t work in your organization, it’s somehow your fault. The problem is that adopting agile is more about creating the conditions for agile to thrive rather than simply teaching people a new process or a new way of thinking. Adopting agile is about forming teams, building backlogs, and regularly producing working tested product increments. Transformation is about systematically removing barriers to making that happen.
Making the journey involves defining a team based organizational structure, a governance model to coordinate value, and a metrics strategy to guide and shape your transformation activities. We help you craft a pilot approach to exercise the structure, validate the framework, and challenge any assumptions made during planning. Metrics guide and inform our progress and help to shape the remainder of the transformation. Finally, we prepare your team with the knowledge and skills necessary to sustain the changes after our consultants have moved on.
LeadingAgile facilitates the process by providing a unique blend of service offerings designed to help you define, implement, and sustain your agile transformation. Consulting and Media provide the foundation to implement the LeadingAgile change management approach. Training and Talent help you build the necessary infrastructure to find, hire, and develop your people as the organization grows. Studios and Labs work side by side with you to sustain the change, build products, and create innovative new solutions for your market.
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The LeadingAgile Blog
I spend a lot of time thinking about these two words. When LeadingAgile talks about forming teams and building organizational structures, we rely on the notion of encapsulation to increase local autonomy, and therefore empower the people doing the work to make local decisions. When we talk about orchestration, we understand that anything which cannot be encapsulated requires coordination, and therefore must be coordinated. Orchestration is the means of coordinating work between dependent agents. Scrum assumes encapsulation and therefore has minimal orchestration. SAFe assumes little encapsulation as therefore has more orchestration. The only way to reduce orchestration is to increase…read more
I’ve got most of this week dedicated to pulling together my Agile2016 presentation. This isn’t the latest I’ve ever waited to start writing my talk, so I kinda feel like I am ahead of the game. In reality, this talk is effectively the next step, the next chapter if you will, in the story I’ve been trying to tell for the last 6-7 years. I’m not expecting the content to be super hard to pull together. So… let’s spend a minute on the evolution of the story. Two years ago, I did a talk called ‘Why Agile Fails in Large…read more
Back when I was a project manager I read something that stuck with me. Great project managers take the complexity of what’s happening on the ground and reflect that in a plan such that people can understand and make good decisions. Said another way, the plan is a useful abstraction of reality. I used to tell people that all the real work goes on in between the lines of the project plan. I think that most folks have a tough time dealing with abstraction. That’s a bit of a problem. You see, what goes on in the world is complex.…read more
I’ve never attempted to try the trapeze. I have friends that do it and love it, but I’m not so sure it’s for me. I’m pretty adventurous about many things, but flying around at what seems like 100ft seems to be a little risky. Trying new things can be scary and flying around on some pretty thin wires seems that way to me. But it does make me wonder… What would the circumstances have to be for me to at least attempt to try? Approaching the Trapeze The first thing that comes to mind is structure. I may be a little…read more
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If you’re ready to get started, or even if you’d just like more information, the first step is to reach out and let us know you’d like to talk. Our team will setup a quick call to learn more about your organization, what you’d like to accomplish, as well as your budget and how soon you’d like to get started. Next we’ll put you on the phone with Mike, Dennis, or Jim to dive a little deeper into your goals and current challenges. If we both think there is an opportunity to help, next step is to get in a room to talk and explore our approach in more detail.