One of the most insidious obstacles to continuous delivery (and to continuous flow in software delivery generally) is the works-on-my-machine phenomenon. Anyone who has worked on a software development team or an infrastructure support team has experienced it. Anyone who works with such teams has heard the phrase spoken during (attempted) demos. The issue is so common there’s even a badge for it: Perhaps you have earned this badge yourself. I have several. You should see my trophy room. There’s a longstanding tradition on Agile teams that may have originated at ThoughtWorks around the turn of the century. It goes like this: When someone…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
If you’re familiar with our model of organizational transformation, then you know we’re fond of the metaphor of taking a journey in a specific direction, possibly (but not necessarily) ending up at the farthest imaginable point of that journey. We think of the journey as a series of expeditions, each of which aims to fulfill a portion of a vision and plan. The metaphor is both spatial and temporal. When you picture a group of adventurers embarking on an expedition, the visualization is mainly spatial: They are marching across territory toward a goal that lies on the horizon. The horizon moves ahead of them as they march.…read more
I believe the number one reason for failure or waste is a lack of clarity or understanding. If you get clarity on something, it gives you the freedom to decide if you want to do it or not. If something is ambiguous, you may agree in principle but you don’t know what you’re really getting yourself into. OKRs Firstly, what are your Objectives and Key Results (OKR)? How do you set and communicate goals and results in your organization? Because you want people to move together in the right direction, you need to get clarity. KPIs What are your Key…read more
Because organizations rely on an ever increasing number of technologies, we often wind up with an increased number of specialists on staff. When departments over-specialize, they develop silos and increase the number of organizational dependencies. Everything begins to require multiple handoff and things slow down. To counter silos and increase the flow of value moving through the system of delivery, we often encourage cross-functional teams with more “T-shaped” generalized-specialists. Now, I’m currently reading The DevOps Handbook: How to create world-class agility, reliability, and security in technology organizations . For anyone who has read (or currently reading) the Phoenix Project, read this book next. In addition to…read more
When Scrum was first defined, it addressed a number of issues that plagued IT organizations of the 1980s. Functional silos and their key side-effect, cross-team dependencies. Lack of clear communication. Extended lead times. Poor alignment of solutions with needs. High defect rates. More. To this day, Scrum continues to be a valuable tool for teams and organizations that are operating in a traditional way, or that have achieved a certain level of basic proficiency with lightweight methods based on Lean and Agile thinking. As with any tool, Scrum is useful in situations where its characteristics are helpful, and when it’s…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.