Is it done, is it done done, or is it done done done? I bet you’ve asked that question before, if you are in the business of application development. When asking the questions, it is important to note who you are and your level in the organization. Delivery teams, program teams, and portfolio teams define done differently. For certain, we need is a clear definition of done at each level of the organization. Definition of Done The definition of done (DoD) is when all conditions (acceptance criteria) that a software product must satisfy are met, to be accepted by a…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
The legendary swordsman, Miyamoto Musashi, understood the Lean/Agile mindset perfectly 400 years ago. Here is an excerpt from Musashi’s Book of Five Rings. Two translations are given, as each brings out different nuances of the original text. Translation by Victor Harris. This translation is commonly available as a free download from many online sources, most of which do not credit the translator. The gaze should be large and broad. This is the twofold gaze “Perception and Sight”. Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and to take a…read more
I recently spoke at a corporate community of practice event. My session presented a useful model to identify indicators within a system to predict its failure. First, we started by applying the model to everyday systems everyone could relate to. Next, I asked the attendees to map a system of their own. As I walked them through my model step by step, I used Scrum as my example system. Upon completion of the worksheet (see my completed sheet below), attendees were able to see if there were any “gaps” in their systems. The gaps provided an indication that a respective system was at risk of failure.…read more
I once used a hammer and it didn’t work. Therefore, people should never use hammers. If you find that reasoning satisfactory, then you may also appreciate the following statements: We tried pair programming and it didn’t work. We tried test-driven development and it didn’t work. We tried Scrum and it didn’t work. We tried User Stories and they didn’t work. We tried Personas and they didn’t work. We tried Specification by Example and it didn’t work. We tried continuous delivery and it didn’t work. We tried baseball and it didn’t work. There is a notion of logical validity. An argument may be logically…read more
True agility comes by breaking dependencies between teams across the organization. It all begins by defining a rational system of delivery for the enterprise. Next, healthy culture and solid practices should emerge within that rational delivery framework. For those who wish to transform their organizations, solving for the issues that get in the way of effectively practicing agile is what should guide you. First, focus on the fundamentals of agile delivery, while systematically and methodically breaking dependencies. In this way, we can achieve true enterprise agility. So, what are the dependency types we should be looking out for? Business dependencies May emerge…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.