I’m often asked how many user stories you should have in a sprint and how big is too big for a story. People are looking for guidance. Stories per Sprint I’ve heard some coaches recommend “3-6 stories per iteration per developer”. That’s a bad rule of thumb. For a team of 7 developers you would have over 20-40 stories which is likely way too many. It also subtly takes the focus off of swarming and puts attention toward a developer per story. 5 to 15 stories per sprint is about right. Four stories in a sprint may be okay on the…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.
The LeadingAgile compass helps us visualize what your company values from a planning perspective and compare that against what your customer values from a delivery perspective. Many organizations find themselves oriented in opposition to the needs of their customers, and when they try for greater alignment, they find themselves out of sync with the processes governing fiscal responsibility in their own organization. Getting your company and your customers in alignment is a process that can be planned and executed in a measurable and controllable way.
the road map
We don’t start with culture and we don’t leave it up to you to figure out everything by yourself. We help you develop an organizational structure, a governance model, and a metrics strategy designed to guide all your transformation activities. We help you craft a pilot approach to exercise the strategy, validate the framework, and challenge any early assumptions. Metrics guide and inform the outcomes and we prepare your team to sustain the new organization after the coaches are gone.
latest field notes
The LeadingAgile Blog
People don’t buy what you do, they buy why you do it. – Simon Sinek Over the last few years I have come across the notion of an Agile Ecosystem and several different thoughts around what constitutes an Agile Ecosystem. I have seen people in the industry refer to the Agile Ecosystem as a number of practices used together to achieve a delivery team’s agility goals. For example, the marriage of Scrum, XP, DevOps and Kanban. I think leveraging the best of breed in all of these areas makes perfect sense. However, the Agile Ecosystem is much bigger and needs…read more
It is fascinating to me how much work in progress most organizations have, how little they are able to accomplish, and the levels of stress that exists in these organizations. It is also fascinating to hear the responses you get when a suggestion to limit work in progress – “we can’t do less, we have to do all that has been asked, we can’t just work on one thing…” Before I joined LeadingAgile, the business unit I worked in went through a program called the 4 Disciplines of Execution. At the core of this program was the need for an…read more
If you get a few minutes to talk to your executives about agile… you’ve got to be really crisp about what you are asking for and why. Far too often people get that few minutes and totally fail to explain why agile is important and why their executives should care. If you have an opportunity to speak to your leadership team about agile, here are the four things you need to be able to communicate. 1. Show deep understanding of the problems that your executives are trying to solve. Not the problem YOU want to solve, but the problems that…read more
Agile delivery practices use metrics as a foundation to quantify the unpredictable nature of understanding what someone has in mind. Stories are a set of words that convey an idea and translate one person’s imagination into an imaginary format called software. Given that we can debate what the definition of “is” is, estimating when some body of work will be done and how far we are in that body of work approaches impossible. However, all Delivery Managers are asked to do exactly that. End of Sprint reports are used to convey to the rest of the business where we are…read 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, 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 and talk. We'll fly almost anywhere for a face-to-face meeting to begin building our relationship with your team.