Flow: Nice Work If You Can Get It A number of years ago I worked with an EDI (Electronic Data Interchange) team that was troubled with a large level of WIP (Work In Process) and slow movement of work through a system with many external dependencies. Work was regularly blocked waiting for unresponsive peers from the other companies. Work would languish in partially completed states and eventually be abandoned, either because the business relationship changed or the team gave up and turned their attention towards more likely prospects. Looked like great place to apply kanban These sounded like great problems…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
First, I would like to credit Eric Ries in his 2010 Web 2.0 speech for giving me the idea for these awesome graphics. If you have never seen the speech then I highly recommend the version found on YouTube. I have always admired people with creative slides who can capture ideas with elegant simplicity. Since my artistic ability peaked in the first grade, the images in this post demonstrate my foray into abstract expressionism and hopefully convey the point of why we in software need iterative planning. Unknown Problem | Unknown Solution Most software changes start life in the state…read more
I don’t often use this forum to link out to other websites and authors, but I read a post last night by Martin Fowler and James Lewis that really gets to the heart of this issue around encapsulation, decoupling, and value streams I’ve been talking about lately. http://www.leadingagile.com/2014/08/encapsulating-value-streams-object-oriented-enterprise/ http://www.leadingagile.com/2014/08/agressive-decoupling-scrum-teams/ The article does a great job of describing the problem and the end-state solution… it doesn’t say much about how to get there. Even so, I was impressed by the article and I wanted to share it with you guys in case you haven’t seen it. I think this kind of…read more
Agile Chronicles – Composite Stories Agile Artifacts – Ephemeral v. Enduring Value During retrospection, when evaluating the quality and value of our artifacts for Epic, Feature and Story decomposition a common theme for our scrum teams is that these artifacts are by design barely sufficient and as such are ephemeral and provide no enduring value. The design is in the code, the documentation is in the code, so we leave these artifacts attached to the engineering cards in our Agile Lifecycle Management (ALM) tool, close the cards when complete and never reference them again. Well, maybe we retain some Quality…read more
What does aggressive decoupling look like? Last post I talked about the failure modes of Scrum and SAFe and how the inability to encapsulate the entire value stream will inevitably result in dependencies that will kill your agile organization. But Mike… as some level of scale, you have to have dependencies? Even if we are able to form complete cross-functional feature teams, we may still have features which have to be coordinated across teams or at least technology dependencies which make it tough to be fully independent. But Mike… you talk about having teams formed around both features and components……read more