In his book “Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency”, Tom DeMarco makes the point that you can’t be creative when you are overworked or overburdened. Stress kills innovation as does busyness. Little slack leads to little time to look around leads to little improvement. To be creative, your mind needs to feel free and unallocated, uncluttered even. Thankfully, we have a solution. We have more than one, in fact. Let me first tell you about the solution that this article is not about. You can introduce slack into your organization with regular slack time. There are numerous well known examples of…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
How do you know if you are making improvements where they can have the most impact? Can you be sure the improvements being made will provide the benefits expected or that those benefits actually help deliver more value? Those of us that work in software development organizations have many opportunities to improve how work is done. In fact, there is no end to the improvements we could make and thus comes the rub. Without an ability to understand where constraints exist then we are just making guesses about where to put our improvement efforts. This often results in local optimizations…read more
In a previous post about productivity patterns, I wrote about how I tried countless systems to improve my productivity. I tried everything from having a Franklin Planner, to using GTD, to Personal Kanban and the Pomodoro Technique. I asked myself why some methods worked and some did not. Why did I abandon two systems when I knew so many others have been successful with them? Why has Personal Kanban worked for me for the last 7 years? I started listing common traits and saw relationships and discovered patterns. Not only are there three things I believe every system needs to…read more
When I go in to do large scale transformations I’m invariably asked the question, “should the PMO go away?’ The reasoning is that going agile should get rid of all of the oversight, the Gantt Charts, the weekly status meetings, release scheduling. The list goes on. Before I address the question I want to give you some background as to what we typically see when we hit the ground from a coaching standpoint. The company is in an ad hoc state. They may be delivering but it isn’t always on time. Scope creep is inevitable in this environment as they…read more
A ScrumMaster is one of the three key roles of the Scrum Framework. Ken Schwaber and Jeff Sutherland conceived the Scrum process in the early 90’s. With so many years having passed, you’d think organizations would better understand qualities of a good ScrumMaster. More noteworthy, they should know qualities of a bad ScrumMaster. Because of this, I created a simple infographic to focus on both good and bad qualities of ScrumMasters. I’ve noticed, as organizations begin to scale, roles and responsibilities begin to blur. People may be asked to take on ScrumMaster responsibilities. Do you have the right qualities? View and download the…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.