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
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
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
I was reading about the new iteration of SAFe that came out a few days ago. I appreciate what Dean is doing with SAFe and totally get the problem he is trying to solve. That said, it makes me wonder how folks receive the ever growing complexity of the model. Fundamentally, we have two choices as leaders of companies. We can model and manage the complexity inherent in the system, or we can reduce that complexity. What we can’t do is pretend the complexity doesn’t exist and fail to do something about it. So often I see agile implementations that…read more
A long, long, well… long time ago when I was a young man, my Grandma Lossie would get all dressed up and her best friend Gladys would come pick her up for a night out. When I asked those two what they were up to, one of these two south Georgia ladies would always say, “We are just a messin’ an a gommin’!” It was at this point that I always insinuated they were going out to pick up younger men. They would cackle, but they really meant that they were messing around doing nothing and having a bit of fun. Outside…read more
What is your capability model showing you? In the world of Agile Software development, capability model may not be a term commonly used. We often think of Agile as describing how the development teams function, standups, planning, demo, retro, much of the delivery world moves to the scrum rhythm. Capability model, now how does that fit into building better software? A capability model is a graphical definition of what your organization does. In the most simplistic form, the model is an outline of business processes. Once the outline is created, the components of the outline can be assessed as to…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.