Today, I was faced with the unfortunate task of renewing my driver’s license. It’s been 10 years since the last renewal and I remember the last time I was at the Maryland MVA (Motor Vehicle Administration) office, I waited for what seemed to be an hour. We all know how painful the experience is. You stand in line, you get to the front of the line, they tell you to go fill out some paperwork and then to get back in line. I will use the opportunity to teach others about lean metrics. Lead Time Lead time is the time between the initiation…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
With all the focus on continuous delivery and test automation, the inevitable question arises, “do I need a DevOps team?”. Just as with other Domain type teams that support software delivery teams, looking at the general question, “should I form a Domain team?” will help answer our DevOps question. So let’s back up. What is a Domain Team? A domain team is a cross-functional software delivery team with a special skill set. This skill set is needed by some or all of the delivery teams in an organization. An example of a special skill set is ETL Developers. Where the database structure…read more
A while back, I had a notable conversation with our COO, Dennis Stevens. When not sharing war stories from the Marine Corps or trying to one-up each other on who has more scars, we have constructive conversations around the correlation between team delivery metrics and team level competencies we assess, change management, and other “work” stuff. This time, we were talking about Agile Frameworks and Templates. Zombies A few weeks ago was Halloween. It reminded me about a book I wrote a few years ago titled Zombie Project Management. It was fun to poke fun at so many things we all take for granted…read more
This is the last post in my series on using metrics to gauge the success of an enterprise transformation. As an enterprise transformation consultant, one of the key challenges I face is ensuring the steps I recommend throughout the transformation will help the organization achieve their goal, or the business drivers that inspired the transformation. In part 1 of this series I framed up my hypothesis that in order to answer the question we need a business metric dashboard that is oriented around the transformation’s goal. I continued the conversation in part 2 by exploring a set of challenges that are fairly typical to help answer the…read more
Background On October 12th, Hillel Glazer and I hosted our first Agile Baltimore Unconference. Sure, there are other Agile events in the area but I really wanted to create something that was independent and “felt” like Baltimore. The result? The first Agile Baltimore Unconference! I wanted to organize an event that would provide value to both the sponsors and the attendees, at a reasonable price. With less than five days remaining, the event was sold out with 100 attendees. As part of the registration, we provided an event t-shirt (thank you smartlogic for the t-shirt design and sponsorship). The t-shirts came out great.…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.