[caption id="attachment_19594" align="alignright" width="350"] personal agility canvas[/caption] Introduction A few years ago I was at an Agile conference standing around with a bunch of CSTs and CSCs and one of the CSTs said: “The other day in class, this guy asked me if he was Agile enough… can you believe that? What a stupid question. Who would ask something like that?” Um… me… all the time. Even though I have now been working in Agile for almost as long as I worked in waterfall, I find myself often worrying that someone is going to find me out, or 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.
We start by helping you take a look at what your company values from a planning perspective and comparing that against what your customer values from a delivery perspective. Organizations often find themselves operating in ways that don’t align with the goals of their customers. They might try to adopt agile to get things in sync, but end up out of alignment with how the rest of their company does business. Getting everyone working together is a process that can be planned and executed with clearly defined goals and measurable outcomes.
Far too often agile is sold as a predefined set of roles, artifacts, and ceremonies, and when those roles, artifacts, and ceremonies don’t work in your organization, it’s somehow your fault. The problem is that adopting agile is more about creating the conditions for agile to thrive rather than simply teaching people a new process or a new way of thinking. Adopting agile is about forming teams, building backlogs, and regularly producing working tested product increments. Transformation is about systematically removing barriers to making that happen.
Making the journey involves defining a team based organizational structure, a governance model to coordinate value, and a metrics strategy to guide and shape your transformation activities. We help you craft a pilot approach to exercise the structure, validate the framework, and challenge any assumptions made during planning. Metrics guide and inform our progress and help to shape the remainder of the transformation. Finally, we prepare your team with the knowledge and skills necessary to sustain the changes after our consultants have moved on.
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The LeadingAgile Blog
What is an A3 An A3 is more than an 11 x 17 inch piece of paper that is structured into several sections and not all A3’s are created equal. An A3 is a structured problem solving and continuous improvement approach, first employed at Toyota and typically used by Lean manufacturing practitioners. What your A3 looks like depends upon the situation. The example below consists of the following pattern, as part of an Agile Transformation: Current Situation & Problem Root Cause Analysis / Conclusion Goal Corrective Action After we agree on the four steps, we’re going to implement the correction action and then verify…read more
I recently received an email asking about release planning. The sender wanted help understanding how to move ideas through the flow to create a mature backlog. The note went on to ask how to properly “estimate, prioritize and reach an aggressive but realistic delivery date”. My immediate thought was, this is agile: total project story points divided by team velocity yields the duration of the project. And delivery date then only depends on when you start and how well you manage risks and dependencies. If you want an “aggressive” or what I’ve come to understand as “overcommitted” plan you should…read more
Frequently I’m asked: There is a seemingly endless set of good ideas that are demanding capacity in our organization, how do we make our demand and capacity visible so that we can create a roadmap that will best balance demand against capacity? This is the key question that most organizations are struggling to answer while trying to create an actionable roadmap. I have a couple of basic rules that I use to help keep the answer simple. Identify a common unit of measure for quantifying demand and capacity, and Identify a unit of time that best represents the period of time…read more
Ever seen a sucky demo? One that doesn’t start on time, with technology issues, too many people in the room, people on the phone not on mute, confusion over what stories will be demo’d and who will demo them? Let’s have no more sucky demos. Here are some thoughts on how to make that happen. Plan It! Decide which stories need to be demo’d well in advance of the demo. Some teams decide this before or during sprint planning. Go a little further and specify the demo script in advance, sort of the Acceptance Criteria for the completed demo. Just add that…read more
Ready to Go?
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 to talk and explore our approach in more detail.