In a Certified Scrum Product Owner class I was teaching recently we got to the part about how it was up to the teams to figure out the best way to solve the business problems presented in the User Stories. We discussed the logic behind this and everyone seemed to be in agreement that it made sense that the people who do the design/coding/testing on a daily basis were the ones most familiar with the technology, the environment and the context of the needs of the end user and that it made sense for them to find the best way…read more
Adopting agile is never about 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
Last week I was talking to the founder of a company regarding their ability to continue growing their existing products as well as creating an ability to innovate more quickly. One of the core challenges expressed in this conversation was the need to create fast feedback loops for new ideas. Driving innovation through the more predictable delivery capability was not providing the fast feedback needed and was creating disruption for the part of the organization charged with continuing to grow existing products. It was clear that an innovation lab of some sort would remove those disruptions while allowing them to…read more
One of the principles of agile is to Deliver Working Software: Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. What that principle doesn’t tell us is: who are we delivering the software to exactly? Of course the answer is (and should be) it depends! A small team would deliver software directly to the consumers. In larger organizations, and specifically ones going through an agile transformation, the delivery of working software has different meanings. For example: your team builds the front end of a complex system. Can it simply upload your software to a production server when it’s development…read more
While there are many books and much research on organizational development, this system view combined with some validated learning over time is a powerful way to look at organizational challenges as a coach/consultant. Let’s take a closer look to define these areas then apply some validated learning from my own experience. Business Outcomes – the outcomes desired from the business strategy selected Org Structure – the structure of power and authority to facilitate decision making Incentive Systems – rewards for individual and group performance Work Systems – how people get work done in the organization Collaboration Systems – systems to overcome…read more
Risk is a big topic, but generally for beginning agile teams (or any team) it can be calculated in a minimalist way as dependencies. To me, dependencies represent a binary probability. Either they are resolved or not. When paired with value, risk becomes super important to look at because it can tell you how much of that value is in danger. Specifically, we can use it to make informed decisions about investment. Regarding value For now, I will take a look at value through the lens of Net Present Value (NPV) because the program I am currently coaching is already…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.