I was working with a senior developer at a client recently, and came across a C# method several hundred lines long. It consisted of a series of if/else blocks with multiple levels of indentation. Each large if/else block began with source comments that described the intent of the block. Calls to static utility methods were peppered throughout. In effect, it was a procedural-style program embedded in a C# method. This is a very common pattern in existing code bases, in all industries, in all programming languages, in code written decades ago and in code written yesterday. Anyone who helps developers…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
latest field notes
The LeadingAgile Blog
Agile software development. Death March projects. And now: Agile software development and Death March projects in the same sentence. Pretty scary, eh? In his book, Death March (2nd edition, 2003), Edward Yourdon says Death March projects are becoming increasingly common. I hope that wasn’t true circa 2003, as my experience is that Death March projects were the norm throughout the 1980s and most of the 1990s. I believe one of the driving forces behind the move toward humane workplaces and lightweight methods was the prevalence of Death March projects. Such approaches began to gain traction in the early 1990s, and became popularized after the…read more
In coaching technical practices, I often meet software developers who say and believe they are using test-driven development (TDD), but what they are doing does not look like TDD to me. The most common pattern is that the developer first writes one or more “empty” or “skeleton” source files, and then fills in the logic little by little, writing unit test cases either before or shortly after writing the production code. This strikes me as a sort of “hybrid” of TDD and test-after (or test-never) development. I have long been curious to know how developers learn this approach. Any examples or tutorials one might…read more
Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring goals and results in organizations on a regular schedule, usually quarterly. The intent of OKRs is to link organization, team and personal objectives in a hierarchical way to measurable results or outcomes, focusing all efforts to make measurable contributions. Why OKRs are important In a Harvard Business Review survey, only 55% of middle managers can name one of their company’s top five priorities. When the leaders charged with explaining strategy to their people are given five chances to list their company’s strategic objectives, nearly half…read more
There aren’t many controlled studies about software development techniques, but the few that exist suggest that the single most effective way to ensure quality is built in is to have code reviews. Indications are that multiple reviewers don’t add value; a single reviewer is sufficient. In addition, after about one hour the reviewer’s mind gets tired and he/she starts to overlook things. With those points in mind, we often recommend the following: Keep units of source code small – small classes, modules, functions, methods, etc. Small units are easier to read and understand, easier to compose into larger solutions, easier…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.