In a previous post about productivity patterns, I wrote about how I tried countless systems to improve my productivity. I tried everything from having a Franklin Planner, to using GTD, to Personal Kanban and the Pomodoro Technique. I asked myself why some methods worked and some did not. Why did I abandon two systems when I knew so many others have been successful with them? Why has Personal Kanban worked for me for the last 7 years? I started listing common traits and saw relationships and discovered patterns. Not only are there three things I believe every system needs to…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.
LeadingAgile facilitates the process by providing a unique blend of service offerings designed to help you define, implement, and sustain your agile transformation. Consulting and Media provide the foundation to implement the LeadingAgile change management approach. Training and Talent help you build the necessary infrastructure to find, hire, and develop your people as the organization grows. Studios and Labs work side by side with you to sustain the change, build products, and create innovative new solutions for your market.
Our consultants will guide your company along the path to agility.learn more
From principles to practice, training helps guide your journey with agile.learn more
Acquiring and hiring the best talent is a challenge for any size organization.learn more
From vision to release, we help organizations create new products with speed and agility.learn more
Companies know they need a strong brand. Sometimes they need help building one.learn more
Innovation labs fuel your enterprise to create new products and services.learn more
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The LeadingAgile Blog
When I go in to do large scale transformations I’m invariably asked the question, “should the PMO go away?’ The reasoning is that going agile should get rid of all of the oversight, the Gantt Charts, the weekly status meetings, release scheduling. The list goes on. Before I address the question I want to give you some background as to what we typically see when we hit the ground from a coaching standpoint. The company is in an ad hoc state. They may be delivering but it isn’t always on time. Scope creep is inevitable in this environment as they…read more
A ScrumMaster is one of the three key roles of the Scrum Framework. Ken Schwaber and Jeff Sutherland conceived the Scrum process in the early 90’s. With so many years having passed, you’d think organizations would better understand qualities of a good ScrumMaster. More noteworthy, they should know qualities of a bad ScrumMaster. Because of this, I created a simple infographic to focus on both good and bad qualities of ScrumMasters. I’ve noticed, as organizations begin to scale, roles and responsibilities begin to blur. People may be asked to take on ScrumMaster responsibilities. Do you have the right qualities? View and download the…read more
Where there’s a will… Grace Hopper and Margaret Hamilton were recently named among 21 recipients of the Presidential Medal of Freedom in honor of their contributions to the advancement of computer technology. Their names are well known among software professionals, even if not as familiar to the general public. Hopper was fascinated by gadgets, and when she encountered the Mark I computer in the Navy she was hooked. She became only the third person to try and program the machine, and ultimately was awarded the Naval Ordnance Development Award for her work. Later she developed the first compiler. Called A-0, or Arithmetic…read more
A few nights ago we were watching The Voice. Every few minutes and seconds both audio and video would pause. The inability to hear feedback from the coaches or understand the context of their comments because we couldn’t hear the full song being performed was very frustrating. We eventually just stopped watching. This made me think about challenges when delivery teams do not have a clear backlog. I often work with organizations that may have a number of agile delivery teams but they are unable to provide a context for the work to be done and even worse, provide clear…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.