As test automation gains traction in the IT industry, people who have specialized in manual software testing worry about what may happen to their careers. It’s a hot topic these days. To understand who is affected by the growth of test automation, and the possible reasons they are worried about the impact to their careers, it may be helpful to clarify terms. People tend to use the word “test” in a pretty loose way. Personally, I like the distinction between testing and checking described in this piece by Michael Bolton: Testing vs. Checking. What is changing? Most checking (and in some cases, all of it) lends itself to automation.…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
Why do companies use Agile PPM tools? Organizations have a wide variety of motivations for using agile project portfolio management (PPM) tools. One key reason can simply be the desire for their teams to collaboratively plan. Other key reasons include the desire to prioritize and track work on a synchronized cadence, while providing visibility of the portfolio to the executive stakeholders. To meet organizational needs, the number of tools being used to satisfy these desires expand over time. Often, the first tools purchased are to help the delivery teams manage their daily work. As the organization evolves or grows, more…read more
I had just started to read through a fun little exercise by Nick Raboy to get my feet wet with Vue.js when a phrase stopped me cold: The author described the Axios HTTP library as “dead simple.” It so happened that earlier in the week I had stumbled across a 2011 talk by Rich Hickey, Simple Made Easy, and had also re-read an influential piece from 2002 by Joel Spolsky, The Law of Leaky Abstractions. Hickey makes a clear and practical distinction between the notions of simple and easy. Spolsky observes that an unreliable implementation may “leak” through abstractions built…read more
There’s an old Zen saying: Before enlightenment, chop wood, carry water. After enlightenment, chop wood, carry water. A sensible way to get things done is to organize people around the work, forming work groups or teams that have the appropriate skills to meet emerging demand. We used to do that, but with did it in an unenlightened way. Along the path toward enlightenment, we tried various alternatives that solved some problems and introduced others. We finally found a way to organize people around the work that appears to result in smooth, predictable delivery. 1980s-1990s: Matrixed organizations In the 1980s, IT…read more
Simon Knight shared his ideas about how to decide when to stop testing software in a recent article. It struck me that some of the things he mentions represent testing and some represent checking, or validating known (or expected) behaviors of the system under test. In addition, some of his heuristics for deciding when to stop testing indicate underlying assumptions that may be questionable. For lack of a better word, let’s test that observation. Testing or checking? Conventionally, people use the word “testing” (with respect to software) to describe two distinct types of activity. The distinction has been clarified by the noted software testing luminaries James…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.