The idea of a self-organizing team has been promoted strongly since the Agile movement started to gain popularity following the publication of the Agile Manifesto in 2001. The list of principles that support the four tenets of the Manifesto includes a brief mention of the idea: “The best architectures, requirements, and designs emerge from self-organizing teams.” It’s noteworthy that there is no definition of “best,” nor of “self-organizing teams,” in the document. In fairness to its authors, however, we should remember that the definition of manifesto is “a written statement declaring publicly the intentions, motives, or views of its issuer,” according 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
Way back in the Dark Ages, it was common for programmers to receive phone calls in the wee hours of the morning to fix production issues in their applications. I remember joining a team in the late 1970s that supported an application used worldwide by a large corporation. When I started, the application suffered an average of 140 production incidents per month. The team resolved to drive that number down. After a few months, we had reduced the average number of incidents to 11 per month. Experiences like that one led programmers of the era to adopt a philosophy we…read more
In a piece posted here some time ago, Works on My Machine, I offered some suggestions on how to ensure our local development environment doesn’t have leftover configuration from a previous project that might affect our current project. One suggestion was to use an online coding environment rather than adding more and more configuration settings to a longstanding local system. I listed two such environments with the caveat that this was a relatively new option, and we should “[e]xpect to see these environments improve, and expect to see more players in this market.” One that I listed at the time…read more
Often when working with clients I am asked about smaller batch sizes…mostly in the context of “How is that even possible? Look at what’s on our plate already.” Admittedly that’s a tall order. Everyone is working as hard as they can; unfortunately, nothing is fundamentally moving through the system. Typically the result at end of the quarter is that most, if not all, the myriad of commitments end up delayed significantly or outright missed. There are plenty of apparently valid “reasons”for this being the case. To put it politely the delivery teams are in a constant reactive mode not responsive…read more
This is the final instalment in a series of posts that walks you through test-driving a microservice and setting up a working continuous delivery pipeline to deploy it to the cloud automatically. Hail to you who have survived Parts 1 through 3! In Part 1 we set the stage for our project and you received a homework assignment to sign up for several online services. In Part 2 we configured our version control, dependency management, and run management facilities and started to get familiar with our development environment. In Part 3, we test-drove the initial thin vertical slice of our…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.