As an Agile Coach, I have many stories of outright failure, misguided intentions and other disasters to share. Periodically I share these tales, both as a warning to those teams that don’t follow advice and to explain my battle scars from teams past. I also have many stories of success and satisfaction. I want to share one of these success stories with you, even though I wasn’t present and a team did something interesting on their own. ScrumMaster OOO Today, one of the ScrumMasters in a program I am coaching to Basecamp 1 was out of the office. The team…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
Recently new models have began to emerge for how different organizations, especially larger, legacy organizations are approaching managing their projects, programs and portfolios. Over the next few posts I will be highlighting key aspects of a few of these “new” models, while pointing out key differences. I am also hoping to record a few podcasts on this topic, so please keep an eye on our Sound Notes for updates. Before digging in, there are three things I’d like to establish first: 1. When I say “new”, I don’t mean new as in something we have not seen before. For this post,…read more
User stories are intended to communicate a shared understanding between a product owner and a scrum team. There is a standard accepted and anticipated format that helps promote consistency, and having good acceptance criteria attached to the story defines and clarifies scope. But there is a very good reason why one of the principles of the agile manifesto states: “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.” Sometimes simple examples are the most effective examples. Here is something that happened to me today that made me consider the importance of…read more
It seems inarguable to me that dependencies limit agility. If I am able to make a decision on my own that only involves me, I have full freedom of movement. If I want to go to the local pub for dinner, and on my way, decide that I want to go to a steakhouse, I go to the steakhouse. I don’t have to call anyone, rearrange a schedule, broker agreement or anything. I just go to the steakhouse. Now let’s say that I am meeting my wife for dinner. She is on her way to the pub, I am on…read more
I’ve noticed a pattern I want to share with you guys. When a company is small, still probably led by it’s founder, likely around 20-40 people… there is a great sense of camaraderie. You’ve got folks that all know each other, all working toward a common goal, all trying to solve the same problems. To a large extent folks are willing to work across role boundaries and do whatever it takes to get the work done. The code is new and fresh, we probably haven’t accumulated a bunch of technical debt. We are able to move fast and get stuff done. As…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.