In a Field Notes post from 2014, LeadingAgile consultant Andrew Fuqua considers Brooks’ Law in the context of the Theory of Constraints. Brooks’ Law is the adage that adding manpower to a late software project makes it later. Fuqua notes that Brooks observed people “and months are interchangeable commodities only when a task can be partitioned among many workers with no communication among them.” Effective communication is key to any project. When collaborative methods are used, like the methods guided by Agile principles, the level of communication among workers is higher than with traditional methods. Teams using traditional methods generally…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
By now, everyone has seen the “test automation pyramid” a thousand times or more. You can find countless illustrations of it online. The base comprises a large number of automated checks of small scope. As we ascend, we check progressively larger chunks of code and we need relatively fewer cases than in the layer below. The core idea is to get as much value from each check as we can with the least investment of time, money, and effort. Checks higher on the pyramid involve more resources and more interfaces than checks lower on the pyramid, so they are inherently…read more
Many contemporary business solutions take the form of a set of microservices that interact with one another in somewhat unpredictable ways in a dynamically-managed elastic cloud (or cloud-like) environment. This is a rather different architectural pattern than those from previous years, such as model-view-controller client/server solutions or batch extract-sort-edit-update solutions. Does this architectural pattern have characteristics that should lead us to reconsider our design and development methods? To answer that question, let’s consider what we know about the reliability of such systems, and the factors that tend to assure high reliability. Then we may be able to identify techniques or…read more
When attempting to attain an objective or key result, people often refer to key performance, leading and lagging indicators. Unfortunately, a lot of people don’t know the difference and how to use them to their benefit. This post should provide some clarity to the differences. What is a Key Performance Indicator (KPI) Indicators are statistical values to measure current conditions as well as forecast trends and outcomes. A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Examples of business objectives can range from predictability, early ROI, and innovation, to lower costs, quality, and product…read more
Douglas Adams’ The Hitchhiker’s Guide to the Galaxy used to be required reading for software developers. Ah, the good old days, when developers shared a sort of cultural literacy! A strange sort, maybe, but a sort nonetheless. Any group of developers could recite quotes from the story on request, or in response to work-related situations that would have engendered panic, if not for the soothing words on the cover of the Guide: “Don’t panic.” Quotes like this one: “The way [the Nutri-Matic machine] functioned was very interesting. When the Drink button was pressed it made an instant but highly detailed examination of…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.