In the 1960s, it was considered a baseline good practice in software engineering to test your code as you wrote it. The pioneers of software development in that era were proponents of various levels of testing; some advocated “unit” testing and some didn’t, but all recognized the importance of testing code. Executable tests may have first been introduced by Margaret Hamilton on the Apollo project in the mid-1960s, where she originated a type of executable checking that we now call “static code analysis.” She called it “higher-order software,” by which she meant software that operates against other software rather than…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
Warning: This may be a little bit preachy. If so, it’s only because I’m a little bit frustrated by it. Tying Up Loose Ends at Home We’ve had a bad habit at our house over the years. When we used a tool, we’d neglect to put it back in its proper place. The next time someone needed the tool, we’d spend more time looking for it than it took to use it for the task at hand. The pathetic thing is this was true even if it was the same person who used it last. It was often faster to…read more
A non-controversial title: Three words that have clear, unambiguous, consistently-understood meanings. If you use one of those words, everyone immediately understands exactly what you mean, and vice versa. Right? Well, okay, maybe not so much. From Three to One These three words have been bandied around the software community for more years than I can count. That’s because I only have ten fingers. Recent discussions in both meatspace and cyberspace have led me to reconsider their meanings. It occurs to me we’ve been making a mistake in our discussions of these words; all of us, all these uncounted years. We’ve…read more
Business agility means having the capability to “turn on a dime” at low cost and with low risk, to drive innovation, respond to market changes, and overcome the competition. In any enterprise that depends heavily on information systems, business agility is not possible without technical agility. Companies that adopted information technology in the mid-20th century have built up large-scale operations around principles, methods, and tooling from an era when thorough up-front planning was an accepted good practice, and when “computer” meant “mainframe.” Their IT organizations are designed and built for that approach from the ground up. They face challenges in…read more
My home office has a window. The window has plantation shutters. When I work at home, I usually open the shutters all the way to fill the room with natural light. One fine day not too long ago, I opened the shutters just a little. The room was lighted more softly. I felt energized and I had a great work day. On an internal Slack channel, I told my colleagues that I had Hawthorned myself. I had changed the ambient lighting in my work space, and the result was improved effectiveness. They didn’t buy it. What? Sorry? Oh, yeah. I…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.