People tend to ask me the general question of how long it will take to complete an Agile transformation. Unless I’m responding to my son, in which the answer would be “5 more minutes”, my answer would be “it depends”. It’s just the reality, based on so many variables. At LeadingAgile, we describe the journey of a transformation as successfully getting a pilot group (expedition) from basecamp to basecamp. We then follow with other groups, when the path is clear and well maintained. Let’s say you’re planning a long hike on the Appalachian Trail or climbing Mount Everest (transformation analogy). To…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.
LeadingAgile offers training, but we are not a training company. Engagements are always a mix of consulting, classroom training, hands-on coaching, and sometimes even staff augmentation delivered exclusively in the context of our cutting edge framework for leading large-scale enterprise agile transformations. Our Compass and Our Roadmap make all the difference in how our services are brought to bear within your organization. Our team is consistently focused on business outcomes and can tie every day-to-day activity to specific business goals we are helping you achieve. 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, 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 or Dennis 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.
latest field notes
The LeadingAgile Blog
In my post about how to form teams, I talk about products… not in their monolithic, holistic state… but as a subsystem within a larger integrated solutions architecture. In other words, big products are just series of small products that work together in an integrated fashion. Each of these smaller products have a backlog, a team, and the team can produce a working, tested, increment of the product on regular intervals… you get the idea. There are tons of reasons that make this approach a great way to build software. Code ownership is less complex. Branching strategies simplify. We have…read more
Bend the spoon is a phrase we use quite a bit here at LeadingAgile. I don’t want to hear what’s happening, I want to hear what we need to make happen… and what we are doing to make it happen. I don’t want to hear why we can’t do something, I want to talk about what we are doing to make reality conform to our will. If it’s impossible… bend the spoon. Some people are wired to bend the spoon, some are not. When I walk down a busy sidewalk, I kinda expect traffic to flow around me. When my wife…read more
I’ve started using an analogy to illustrate the importance of product owner teams in larger organizations. When working with organizations to do an agile transformation, almost always, a tiered model is used for scaling across the organization. The model looks something like this: The top tier is portfolio management which is responsible for investment decisions and what initiatives continue to move forward. The middle tier is representative of the Product Owner role in Scrum and is where we often create program teams, sometimes called product owner teams. The bottom tier is where stable cross-functional teams reside that are delivering increments of value…read more
An agile team is not just any random group of people. An agile team is not a group of business analysts doing a daily standup to coordinate their work. It’s not a group of developers that meet every other week to do sprint planning. It’s not a project team with folks matrixed across two or more other agile teams. An agile team is a cross-functional group of people that have everything, and everyone, necessary to produce a working, tested increment of product. These people are dedicated to the team, and as a rule, do not move between or across teams…read more