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One of the biggest reasons agile fails to take root inside these organizations is resistance or hesitation from their executive teams. Their hesitation toward Agile often comes from a place of caution, rooted in a preference for traditional methods that provide clear metrics and established processes.
The release manager at my last job worked closely with the development team to review what code changes would be coming. On launch day itself, the release manager will be closely monitoring things behind-the-scenes to ensure that tech implementation goes smoothly. It’s no longer necessary for agile teams to be co-located, either.
Business agility is similar to the agility we observe at the team level, but it extends across the entire company. Companies want business agility to outperform their competitors. This blog describes how Business Agility can be achieved with Product Management by moving up on the Org Topologies™ map.
The concept of self-managing teams is not just a characteristic of Scrum; it is one of the foundational principles of the Agile Manifesto, where the term “self-organizing teams” is used (note that discussing similarities and differences between self-organising and self-managing is an unnecessary detour in the context of this article).
Are you thinking about introducing agile processes to your project management methodology? You’ve a few case studies, you’ve perhaps even seen agile working effectively at other companies. Additionally, it may not be enough for you to know that agile methods are a logical addition to your toolset at work. So why choose agile?
Between Agility and Better Business Outcomes is Employee Engagement. Somewhere in between all the hard work that goes into becoming a more “agile” organization, and the real tangible business outcomes you are aiming for, there is the squishy topic of Employee Engagement. Stay tuned for more! ? Click here to learn more. ?. ?
I don’t spend a bunch of time on LinkedIn, but the other day, I was scrolling around and happened to catch a thread where some folks in the Agile community were debating if SAFe was actually Agile. In short, it really comes down to what you mean by Agile and Agility. One of the original signatories of the Agile Manifesto.
Many traditional project management deliverables have agile alternatives. Yet we rarely see agile communications management plans. Given the high rates of change often experienced on agile projects, we might expect more emphasis on communications to keep everyone on the same page. These are valid questions, so let me explain.
A Product Owner is an innovator at heart and thus a value creator for customers and organizations if given a chance to work in an agile manner. The Product Owner needs to work closely with the Scrum Team members, particularly with the Scrum Master. Agile roadmaps are based on objectives and are usually theme- or goal-oriented.
The Scaled Agile Framework (SAFe™) is one of the most popular approaches to applying agile at scale out there. SAFe's perspective is that "Nothing beats an Agile Team" and it doesn't try to reinvent the wheel or even innovate too much when it comes to the Team level. SAFe's Scrum Master is more of an Agile Team Lead.
My perspective is based on my analysis, my own interpretations, and the interactions I’ve had with Agile practitioners who follow my publications, books, and/or courses. However, as you look closely at the new guide, a big picture emerges: The Product Goal is the long-term objective of the team. Introduction of Cadence.
As a community, we have developed a handful of team-based Agile approaches over the years; some of which we would consider scaled. Implementing Agile, especially in larger, more complex organizations, still seems to be a black art. We pull the customer close. But here we are. I imagine it went down something like this.
When we say “Working Software” in the Agile Manifesto, we don’t mean just “It is working and we tested it meets our acceptance criteria and our definition of Done”. Their REAL feedback loop takes weeks if not months to close. A lot of people see the Scrum Sprint as mainly a release cadence. Can it also be a release cadence?
It baffles me how some agile teams, who claim to be the pioneers of modernity, are living in archaic times where usable working products are as rare as unicorns! Just a heads-up, my dear agile practitioners: the linchpin of Agile is a Usable Working Product. Automation is king in Agile. Yes, you read it right!
When we say “Working Software” in the Agile Manifesto, we don’t mean just “It is working and we tested it meets our acceptance criteria and our definition of Done”. Their REAL feedback loop takes weeks if not months to close. A lot of people see the Scrum Sprint as mainly a release cadence. Can it also be a release cadence?
Dependencies will stop Agility dead in its tracks. In the presence of dependencies, you’re never going to achieve the level of Agility you desire—unless you do something about them. Theoretically, you could have two teams that meet most of the criteria of an Agile team. And that limits our ability to be Agile.
Intended audience: Scrum masters, Product owners, Managers and Agile coaches. I was successful with optimising for feature size that could be delivered in a two-sprint cadence. This approach is ideal to get a cadence from the influx of new features to done, closing the empirical process control loop from design to delivery.
You can sign up here for the ‘Food for Agile Thought’ newsletter and join 30,000-plus other subscribers. In the attempt to fill Scrum’s product discovery void, product delivery organizations regularly turn to other agile frameworks like lean UX, jobs-to-be-done, lean startup, design thinking, design sprint—just to name a few.
In addition to Fitness and Nutrition Coaching, I’m fortunate to serve two incredible teams as their Scrum Master and Agile Coach at a Fortune 100 company. Scrum and Agile are ultimately about fostering change in a way that creates the most value for the customer or end-user. Agile is about the “becoming.”
This post reviews the basics of agile scrum roles, ceremonies, and their impact on developing strategy and managing projects. Agile Scrum Roles. This involves maintaining a close relationship to customer stakeholders to obtain customer feedback (Voice of the Customer) on experience with product features. Agile Scrum Ceremonies.
Many times, managing a Hybrid-Agile project with a sole Lean-Agile approach doesn’t meet the needs of an organization, the expectations of stakeholders, required delivery frequency of customers, or address uncertainties associated with engineering work. This project is largely focused on development, employing both Waterfall and Agile.
When I first learned about Agile methods in 2002, the principles seemed to offer an ideal solution to many organizational issues common at the time. It’s time now to move forward to the next level of proficiency in software delivery; what we might call “post-Agile.” Stable Team. Dedicated Team. Team Spaces.
I was hired by a bank to help them to get started with agile and Scrum. I took the opportunity to present myself as the Agile Coach facilitating the change and explained in a couple of words the essence of working with Scrum. The goal was to synchronize the three teams so that they all got into the same cadence. Introduction.
The Nexus group of teams is very similar to the Agile Release Train (ART) construct. Lean/Agile Leadership. The Nexus Sprint Review and the System Demo are similar events happening on a similar cadence - every several weeks (Sprint/Iteration). Nexus Sprint Goal - Program PI Objectives - just at different cadence/frequency.
The Scaled Agile Framework (SAFe™) is one of the most popular approaches to applying agile at scale out there. SAFe's perspective is that "Nothing beats an Agile Team" and it doesn't try to reinvent the wheel or even innovate too much when it comes to the Team level. SAFe's Scrum Master is more of an Agile Team Lead.
I was hired by a bank to help them to get started with agile and Scrum. I took the opportunity to present myself as the Agile Coach facilitating the change and explained in a couple of words the essence of working with Scrum. The goal was to synchronize the three teams so that they all got into the same cadence. Introduction.
In this article, we’re addressing a common question in modern project management: Do we need risk management in agile projects? Do agile projects have risks associated with them? So, yes, of course, we need risk management in agile projects. Why is Risk Management in Agile Projects Even a Question? Of course not.
Recognized as one of the world’s foremost authorities on Lean-Agile best practices, Dean Leffingwell took it on himself to do something about it. He introduced the Scaled Agile Framework (SAFe). SAFe is based on following 10 Lean-Agile principles-. Apply cadence and synchronize with cross-domain planning. What is SAFe?
The term is most often applied to a representative of a company, or proxy, who works closely with a producer or developer to clarify specifications for a product or service. The term is used in software engineering; especially in development methodology Extreme Programming and Agile software development. — Wikipedia , Oktober 2019?—?.
By Alan Zucker Disciplined Agile® (DA) and the Scaled Agile Framework (SAFe®) are two popular, second-generation agile methodologies. They build on lean-agile thinking, and standard Scrum, Kanban, and DevOps practices. They emerged about a decade after the Agile Manifesto.
Many project managers utilize a Lean-Agile approach when there is high change or churn in project requirements, significant lack of clarity in scope, high complexity to their projects, and/or a larger number of risks associated with such. Two Lean-Agile Types. Iteration-based Lean-Agile. Flow-based Lean-Agile.
Agile development and product development are aligned with business strategy through LPM, driving value to customers with products and solutions. Business agility can be improved by combining LPM and agile development practices. The leadership team facilitates periodic reviews to achieve enterprise agility: 1.
Mike Cottmeyer was recently a guest on the Agile to Agility podcast with Miljan Bajic where he discussed Transformation, Business Architecture, and Scaling. Agile to Agility Website. So, I’m the CEO of a company called Leading Agile, started about 11 years ago, I’m based in Atlanta, Georgia. Listen now.
According to a Collab Net report , 97% of respondents are using Agile development methods. For engineering teams, Agile is second nature and often the chosen framework for teams. However, Agile can also be incredibly useful for other functions within a company, including marketing teams. What is Agile? Try ProofHub !”
Muscial Interlude) The Challenges of Empowring Agile Teams I’m Dennis Stevens, Chief Methodologist at a company called LeadingAgile. I think there’s an interesting challenge in our industry, too, that the Agile community has been fighting for a long time to be allowed to be empowered. What does it mean to empower teams?
Timing and team cadence: Decouple team cadences whenever possible. Sticking with a less-than-optimal process just because that’s how it’s been done is about as anti–Agile as you can get! Timing and team cadence: Decouple team cadences whenever possible. Even this has to be followed-up very closely by you.”.
Has COVID-19 made you see the need to adopt a more agile way of thinking? Estimating and Applying Points with Agile – How to apply, and when is it done? We will then spend time in groups discussing and evaluating approaches to help increase the quality focus of our agile teams. A closed mind is a poor prerequisite to creativity.”
If you aspire to become an Agile Coach and then need to lead the SAFe implementation in your organization, becoming a SAFe Program Consultant is the right choice. Gather the Study Content: The first step is to go to the Scaled Agile Community website and download the workbook from the Learn > My Learning section. Business Agility.
Open or closed are the most common. Date opened and closed are always used. Dates : Multiple dates may be documented in the log: Opened, Closed, Next Review. In 2016, Alan founded Project Management Essentials to share his passion for and experience in project management, leadership, and Agile.
This is also closely related to the Agile idea of being a servant leader. Flat hierarchy: Agile promotes self-organizing teams. But with close to 50% of the global workforce moving to remote work (according to research from the OECD ), those challenges started to multiply exponentially. Who needs to be there? Leadership.
Scrum vs. Kanban is one of the most trending comparisons in the world of agile methodology! We often use these terms while talking about the agile way of solving problems. Though Scrum is one of the most popular methods in agile, organizations are recently choosing Kanban. Kanban vs. Scrum- Cadence . Product Owner.
Agile is a broad term, and there are many ways to look at it. From a strategic project management perspective, this post examines some key agile methods and there impact of strategy and project management. An Agile Methods List Overview. Are there more agile methods? Applicability of Each Agile Method.
What do we have to do to make Agile tangible for our executives? Are Executives Getting in the Way of Agile? One of the challenges we face is the perception that executives don’t care about Agile. There’s a belief that executives are the number one obstacle to successful Agile transformation in organizations.
We did our short-term planning last week and we came up with an idea of what work we would be able to complete in the next iteration or cadence. ” If you’ve chosen an “agile” approach for the work, it’s because “agile” is a fit for the situation. There will be stress. Cognitive Bias.
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