I was surprised to read a number of threads in online discussions recently in which people who came mainly from a software testing background were just coming around to the idea of keeping their test scripts in the same source repository as the production application code. The discussions were inspired by an article by test automation specialist Angie Jones. I learned that testers and test automation specialists have long maintained test scripts separately, based on the idea that the test scripts and the application code are two different things. It had never occurred to most of them to maintain test…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
Before I make the case that there’s a secret, first step in the Theory of Constraints (ToC)—that a lot of people seem to dismiss—I’d first like to run through a little thought experiment. Tell me, what’s wrong in the following situation? What would your prescription be? I once worked on a Point-of-Sale product with quarterly releases. We used pair-programming, in a team of up to 12 co-located programmers. We had a very large open team-room, with lots of windows, but enough shade so that afternoon heat and glare wasn’t an issue. We had a strong suite of micro-tests that ran…read more
According to the Theory of Constraints (Eliyahu M. Goldratt), organizations are prevented from achieving their goals because of one or more constraints. The constraint in Agile, or any kind of software product development, might be some team or individual in the value stream that produces working-tested-remediated features (i.e. the production of value). Or, the constraint could be product quality—as in poor quality hinders sales. The theory puts forth a process—the five focusing steps—for breaking the constraint. Breaking the constraint means to continuously improve the system such that the current constraint is protected or improved such that it is no longer…read more
This post isn’t a tutorial on how to design immutable objects in Java. It’s more of a lament, or perhaps an extended whine. Why is it that Java applications seem to suffer the effects of mutability more than those written in other languages, when it’s no more difficult to design immutable objects in Java than in any other language? So what? The first question, I guess, is “So what?” Who cares about immutability, anyway? An immutable object can’t be modified after it has been created. When a new value is needed, the accepted practice is to make a copy of…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.