Teams in agile are a very specific construct. Teams are made up of 6 to 8 people… sometimes a person or two more, sometimes a person or two less… but the idea is that everyone should be able to talk to everyone else and pay attention to what each other are doing. They should be able to work together. They should be able to collaborate with each other. They should know each other. Teams should have everything and everyone necessary to deliver the stuff that is in their backlog. Whatever it is the team is working on, they shouldn’t have…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
Larger organizations often have to support a myriad of applications that live on several different platforms. Some are home-grown, some are third-party packages, and some are externally-hosted services. Some are relatively young and others date back decades. Even the ones that happen to be written in the same programming language may require different system configurations or different versions of libraries. It’s a challenging mixed bag of platforms and applications. A common strategy to deal with this complexity is to avoid making any changes at all unless a vendor threatens to drop support for an application or a system platform, or…read more
One of the challenges in coaching is how to help people internalize and “own” a new technique or method, after they’ve experienced it and decided they like it. Often, people use the new technique or method as long as the coach is present to encourage them and remind them. As soon as they’re on their own, they tend to revert to the familiar. How backsliding happens You’re working with your coach and test-driving code. You aren’t accustomed to test-first development, and you have to pause and remind yourself to write a microtest that will cause the necessary production code to…read more
It seems whenever a new method or new technology makes its way into the IT world, it takes a while for people to come to grips with it. People are quick to embrace the externalities but often slower to shift their thinking. When relational database technology was new, indexed files were the norm. For several years, people designed their databases as if they were indexed file systems. Every table was laid out like a file with the primary key as the file key. It took some time for people to start to think in relational terms; to stop fighting RI constraints and…read more
Here’s one I hear all too often (paraphrased): “Our team doesn’t support customer-facing application software. We support a set of internally-consumed APIs for our SOA environment. Therefore, we can’t use User Stories. The User Story is one way of describing a piece of work to be done. The canonical form “As a something I want something so that something” is only an example to help people get started, when they aren’t sure how to write User Stories. It isn’t a “rule.” One hopes people don’t remain at a beginner level forever, and they get comfortable with the idea of lightweight…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.