A recent article on BBC reminded me of the well-known Hawthorne Effect. Or maybe it isn’t as well-known as I thought. A factory in the Chicago area, the Hawthorne Works, commissioned a study in 1924-32 “to see if their workers would become more productive in higher or lower levels of light” (quoting Wikipedia). There was a temporary increase in productivity during times when they changed the light levels in the factory, and then productivity leveled off where it had been before. This sort of temporary effect has been observed many times in many situations since that time. Many people have tried to understand…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 tell colleagues and clients I’m not a resource, they often appear puzzled. “Aren’t you resourceful?” they ask. “I’d like to think so, on a good day,” I reply. “Then you’re a resource!” According to the glorious Internet, resourceful means Able to act effectively or imaginatively, especially in difficult situations. or Able to meet situations: capable of devising ways and means Yeah, that sounds good. I’d like to be that. But a resource is just a thing. A resourceful person might be resource-full, but isn’t merely a resource. Humans are far more than that. In my book on software metrics, I make the observation that to…read more
Most organizations are struggling to determine how much revenue any given project is going to create; therefore, they need some other criterion to prioritize their backlogs. That’s the reason I see companies turning to Cost of Delay (CoD) more and more. Often, I overhear people talking about CoD like it’s some mathematical formula where they can crunch tangible revenue numbers, get an output, and that everyone is just going to get it. In my experience that hasn’t been the case. The reality is that in most cases the CoD is more than just dollars. The cost is usually something more…read more
A hallmark of lightweight software development methods is the notion of emergent design. The idea is that the design of the solution will emerge little by little as we build up the code in small increments, typically using test-driven development with very short red-green-refactor cycles. When it goes well, we avoid a number of problems. We won’t create a comprehensive design and write a lot of code that only leads us down a rabbit hole that’s hard to climb back out of. We won’t get carried away with our natural creativity and over-engineer the thing way beyond what our customers want…read more
Backlogs, Teams, and Working Tested Software are the fundamental preconditions that must exist for an organization to be able to do agile well. In agile these three things have very specific meanings. Compromising on the quality of the backlog, the completeness of the team or the definition of working tested software always decreases agility. Backlogs Most organizations underestimate the amount of time and energy it takes to create backlogs with the needed level of granularity. User stories written in a consistent format 1-3 days in size Agreement on method of collaboration Teams Teams that don’t stay together and aren’t able…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.