From what I have been able to decipher in my career businesses are around to make money. The way they make money is by offering goods and services to people willing to pay for them. Each business has their idea of the best way to deliver these goods and services they believe in some way sets them apart. Most businesses I have come across have come to settle on an approach that allows them to work on individual separately managed projects resulting in an increment of business value being delivered. Something similar to this: Organize around projects Present the work…read more
LeadingAgile takes the mystery out of leading an agile transformation. We can explain why you may have struggled with agile in the past and what you can do differently next time to get better results. We believe in safe, incremental, pragmatic change and we are passionate about improving the business drivers executives repeatedly tell us are behind their desire to adopt agile in the first place.
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.
the road map
Executives hire us because we have a credible point of view and a plan. We don’t start with culture and we don’t leave it up to you to figure out everything by yourself. We work with your team to develop a scaled agile delivery model specific to your organization, a pilot strategy to exercise the model and validate any assumptions, and a transformation plan for leading and sustaining change.
We offer a package of coaching, training, and staff augmentation services wrapped within our cutting edge framework for leading large scale enterprise agile transformations. Our Compass and Our Roadmap make all the difference in how those services are brought to bear within your organization. Our team is always focused on business outcomes and leading sustainable change.
Take a look around and see what we have to offer.learn more
let your journey begin...
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 and what you’d like to accomplish. Next we’ll put you on the phone with Mike or Dennis to dive a little deeper. If we both think there is an opportunity to help, next step is to get in a room and talk.
latest field notes
The LeadingAgile Blog
There is a lot of talk these days about SAFe. I have a lot of respect for what Dean Leffingwell has done but there is a minor use of language that has been bugging me in recent days. Just as I disagree in using farm animals to describe people on a Scrum team, I believe the Release Train metaphor is dated and has its limitations. I believe, when doing Agile at scale, a Release (Jet) Plane offers a better representation of the complexity of enterprise level delivery processes. When I think of a train, I think Amtrak in the NorthEast Corridor,…read more
Delivery teams manage and deliver value supported by the tool user stories. These teams tell stories about who, what, why, and acceptability using standard form, “As a <persona>, I want <capability> so that <delivered value> occurs,” and behavior acceptance form, “Given < context>, when <action occurs>, then < consequence >.” These stories form the foundation of repeatable delivery and management of value. While these forms support delivery team conversations well, they are inadequate to support the richer conversation needed by executives to manage investment and value. What forms the basis of these stories? How do we tell stories about delivering…read more
Did We Build the Right Product? And, Did We Build the Product Right? Acceptance criteria are an important yet, in my experience, often overlooked or undervalued aspect of the iterative planning process. Acceptance criteria are super important because projects succeed or fail based on the ability of the team to meet their customers documented and perceived acceptance criteria. When we clearly define acceptance criteria up front, we avoid surprises at the end of a sprint, or release, and ensure a higher level of customer satisfaction. In other words we’re able to answer these two important questions: Did we build the…read more
This is part three in a series on estimating. Part one was “Don’t Estimate Software Defects” and Part two was “Don’t Estimate Spikes”. I don’t estimate stories in sprint planning. Nor do I re-estimate stories in sprint planning. I estimate stories in a separate estimating meeting and usually at least a couple sprints in advance, if not more. There are a few reasons why (re)estimating during sprint planning is a dangerous practice: In sprint planning, we are thinking at a lower level of detail with far greater knowledge about the story, the code base and the system than we had…read more