Scrum’s roles, events, artifacts and rules are immutable. Ironically, immutability is as non-Agile as one can be – so why is this? When difficulties arise in how work is being done a question must be asked – “are we doing the right thing poorly or just doing the wrong thing? Scrum pre-defines the “right” thing & says keep working on until you do it correctly. But what if these are not ideal for your situation? What do you do then? Continue reading “Scrum FLEXed”
Software is not the same as the physical world. While work in the physical world is often visible, in the software world it often isn’t. Consider how you can see what’s being built in the physical world, but in the software world, writing bugs or good code looks the same. Continue reading “Scrum should be specialized for software development/IT teams”
I think understanding and living consistently with the following quotes can have a positive impact on any transformation. Please add new ones in the comments: Continue reading “Quotes to ‘Agile’ by”
The intent of APM is to identify the most valuable work to be done, focus on just that work, prepare it for the teams to work on &guide them in building the functionality needed in thin slices. This creates quick feedback, the ability to pivot & faster value realization. The goal is business agility–the quick realization of value predictably, sustainable &w/high quality. Product management creates clarity on what is most valuable for the organization to build while providing teams guidance in its implementation. By discovering & removing unnecessary scope and providing this slices of work, teams become focused on true value delivery while becoming more efficient. This enables dramatically shorter times from start to initial value delivery.
The Agile Manifesto suggests our highest priority is to maximize value delivered. This requires looking at the potential increments of value delivery and determining what items provide the greatest value for their cost. Agile development often uses “time-boxes” (Scrum’s sprint) to provide a framework for delivering complete chunks of value in a short time. Continue reading “Adopting Agile in an Agile Way”
I have decried calling Lean “faster, better, cheaper” because “faster” is not the goal as much as removing delays with the result being “quicker”. I also think the focus is on quality &being effective. But in SAFe &/or Scrum adoption, Lean provides a different perspective than the standard focus on certification &frameworks, &maybe “faster, better, cheaper” is the right moniker. Continue reading “How Lean can make SAFe and/or Scrum adoption faster, better, cheaper”
We have come to value:
- Individuals and interactions over PowerPoint presentations
- Actual increased ability over understanding frameworks
- Helping students over following a set curriculum
- Adjusting to needs of the student over preparing for certification
- Our highest priority is to increase the ability of the student through early and continuous learning
- Welcome changing needs of students, even late in the course. Agile courses harness change for the learners’ advantage
- Deliver small, absorb-able increments so the students actually learn
- Teach individuals on their own projects and in their own environment. If they stagnate, trust that they are doing their best and see how to help them.
- The ability to create software of value is the primary measure of progress.
- Agile teachings promote sustainable learning.
- Continuous attention to Agile skills enhances agility
- Simplicity–the art of maximizing the amount not required to teach–is essential.
- The best learning paths are those that allow for ability to emerge by attending to skills that enhance future learnings.
- At regular intervals, the consultant reflects on how his students are doing and adjusts the curriculum as needed.
There is an alternative to being too heavy or too light and we’ve been doing it for over a decade. It’s not a one-size fits all so writing it up is a bit difficult. But the process we use is straightforward: Continue reading “If your technology group is 50-500 people and you think SAFe’s too big for you & that Less doesn’t have enough management then you are right.”
I posted a tweet & mentioned “the state of Agile” with an obvious negative overtone. I was attacked for having done so, not coincidentally by a CST. Interestingly, I had never said what “the state of Agile” was.
I realized this morning that I hear two groups of people talking about “the state of Agile.” Continue reading “The state of Agile”
At Net Objectives we’ve been leading with Agile Product Management for 13-14 years. Borrowing from Denne and Cleland-Huang’s Minimum Marketable Feature we created the term Minimum Business Increment which is the smallest chunk of value that can be realized that makes business sense. It is not about delivering less, but delivering sooner. Continue reading “Why you need to lead with Product Management regardless of your Agile approach”