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Agile Fluency® Model is a fantastic model. With this model, you start seeing your journey as a series of paradigm shifts and stages toward higher fluency in Agile: The Agile Fluency model has been as an inspiration for us, when we were designing Org Topologies. Without defining value, no agile transformation is possible.
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?
In the world of Agile practices, where adaptability and effectiveness reign supreme, two terms often pop up: Right Sizing and Same Sizing. These seemingly similar concepts can make a significant difference in your Agile journey. Flexibility Agile teams often encounter various work items with differing levels of complexity.
TL; DR: Agile Transformation with ChatGPT or McBoston? I was interested in learning more about a typical daily challenge many agile practitioners face: How shall we successfully pursue an agile transformation? Or shall we embark on an agile transformation with ChatGPT providing some guidance?
When I teach agile fundamentals classes, I frequently emphasize the importance of inspection and adaptation. Teams which don’t use feedback loops with their products and their processes should not consider themselves to be very agile.
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 is familiar with the six levels of agile planning: product vision, product strategy, product roadmap, release planning, Sprint Planning, and Daily Scrum.
Many organisations wrestle with the seeming incompatibility between agile and release management, and they struggle with release planning and predictable delivery. Without a regular cadence of delivery of working software any belief that you will get a usable increment is misguided at best. Updated to reflect the 2020 Scrum Guide!
Agile needs to be tied to business-driven results. If not, then we start measuring things like people trained, teams doing Scrum, or the organization’s sentiment toward Agile to tell us if we’re succeeding. If your Agile isn’t helping you do that, then it’s not really Agile at all. First, how are we forming teams?
Many teams that operate within Agile are struggling. We find that the backlogs that Agile teams frequently operate from appear as a thematic list of items that the product owner wants built. The story is the same for an abundance of them—the Backlogs from which they operate fail to provide clarity on priority, definition, and scope.
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. Explanation of effort estimation and planning poker. Introduction. Sprint planning.
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. They hypothesized that estimating the cards and doing burn-down charts would increase throughput.
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. Explanation of effort estimation and planning poker. Introduction. Sprint planning.
Too much estimating: The Development Team estimates sub-tasks. Read More : Why Engineers Despise Agile ). Irregular Sprint lengths: The Scrum Team has variable Sprint cadences. Do Not Miss Out: Join the 6,500-plus Strong ‘Hands-on Agile’ Slack Team. That looks like accounting for the sake of accounting to me.
Some Agile experts are not hard-core fans of SAFe. And this makes SAFe more complicated, bureaucratic than the Agile manifesto recommends. They also have this opinion that SAFe is so heavy, maybe it is not Agile at all. Most of us started our Agile journey with one framework, and that is Scrum. Let us dig deeper.
You can sign up here for the ‘Food for Agile Thought’ newsletter and join 35,000-plus subscribers. ?? Technical excellence is a prerequisite of any form of business agility; preserving this state is a continuous process that requires a steady and substantial investment. Too much estimating: The Developers even estimate sub-tasks.
So if we agree that Agile Transformation is worth talking about, we need a better way of talking about it. You see, over the past 20 years, the general hypothesis has been to train people on Agile methodologies and trust everything else will emerge. Teams will magically form. Who gets to make decisions and when.
My fellow PST, Glaudia Califano, and I were sitting in a café (at a time prior to the current lockdown due to Covid-19), having agreed to meet up with a Business Analyst who had reached out to us to have a chat about Scrum and Agile. We are never too busy to pass on having coffee, so we agreed to meet and have a chat. .
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.
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.
Agile projects typically prioritize the backlog based on business value or perceived needs. While profit is not their goal, usually an economic impact figure can be estimated for the outcomes they aim to achieve. Conclusion Risk management, like estimation, should not be just a project management activity.
46% of the organizations reported inconsistencies in practices and processes as their main challenge with agile transformation. Source: 15th State of Agile Report. There sure is an Agile framework called SAFe. SAFe is a scaling agile framework, so referring to it as just an agile framework may not be appropriate.
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.
Continuing our theme of helping Agile teams understand the Kanban Method, so they can effectively adopt it for their improvement efforts, I am again honored to publish a guest article by another great friend of ours – Dave White. Scrum is primarily influenced by the Agile Manifesto which describes the “Agile” value system.
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 ceremonies are the fuel that keeps your development team moving forward. But what if you’re not entirely comfortable managing and running Agile ceremonies? Agile ceremonies get abandoned when teams stop seeing the value in them. What are Agile ceremonies? A ‘quick-start’ guide to the 5 Agile ceremonies.
Agile transformations are hard. People are starting to draw the conclusion that “Agile doesn’t work.” While this kind of “Agile laboratory” environment stems from good intentions (we certainly don’t want to set a team up for failure), it is not very useful from a hypothesis testing standpoint. What happened?
Agile isn’t ever really about Agile. In our Business Drivers of Agility webinar series hosted by LeadingAgile CEO, Mike Cottmeyer, Mike dives deep into six key business drivers to uncover how Agile can enable organizations to connect these drivers to better business outcomes. It’s about creating business outcomes.
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? As early as most of us can recall, we estimate the size/magnitude/amount of effort to do something in time. Presenters: Keynote. Dr. Joe Perez. Tony Johnson.
It would be easy (and wrong) to classify all construction projects as candidates for traditional approaches, and all IT projects as needing an agile approach. Likewise, there are defined, repeatable IT projects that can (and have been) successfully managed using meticulous planning, detailed estimation, and formal change control procedures.
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.
Let’s say that on average stakeholders request a couple of large items, a couple of medium-sized ones, and five small ones in any given cadence, iteration, release, or whatever unit of time your organization uses for such matters. In a typical cadence, stakeholders ask you to complete 12.5 things, and you agree. Conclusion.
In the Agile world the phrase deliver early and deliver often is good advice. Agile developers like to toss that phrase around as an alternative to having a plan for the delivered value we'll replace planning and estimating with early and often delivery. So do we pick a Capabilities Release or a Cadence Release?
Neil Killick posted a good question, what's the common ground for talking about estimates. All estimates have two attributes - accuracy and precision. The values of these two attributes are what those needing the estimates are after. That request comes from those asking for the estimate. 100M, 200M, 500M?
The GAO Cost Estimating and Assessment Guide has 12 steps. There are not specific to Agile Software Development. Agile teams, for the most part, are a fixed set of resources, so the spending plan is essentially Flat. Either a Cadence Release Plan or a Capabilities Release Plan. But here's how they are connected.
As the world of business increases in complexity, it will take more than user stories, estimation, and OKRs to build a trustworthy system that management can delegate into. Muscial Interlude) The Challenges of Empowring Agile Teams I’m Dennis Stevens, Chief Methodologist at a company called LeadingAgile.
Velocity, while seemingly a simple measure of team output, is quite often one of the most misconstrued metrics by organizations new to Agile ways of working – by both managers and the teams themselves. The sum of those estimations gets locked in as the committed points for the iteration and should be in the ballpark of the team’s velocity.
But Agile at Scale has a different paradigm than Agile at the Table. Cadence Release - when a fixed period ends, go with what is ready to go. Cadence Release paradigm, is a flow-based approach. The variability of the development work is minimized through the planned cadence. Release Plans come in two flavors.
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. People who have been using lightweight methods for years still talk about improving their estimation skills as a remedy for “failing” to force reality to conform with their predictions.
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.
Estimate task time and effort. How do Agile teams create a project schedule? Planio: Best for teams of all sizes (Agile and traditional). But to correctly estimate start and end times , you first need to know what needs to be done at a high level, what resources you’ll require, and a basic outline of their order.
If you could magically create a new world where large organizations had overcome the barriers to Business Agility and Agile came naturally, what would have to be true about that world, the organizations, and the people working there? And how would we know that this new Agile world was any good? What other conceptual gaps?
In 2021, the Project Management Institute estimated that by 2030 the global economy would need 25 million more project managers to keep up with the demand for change. Planning sprints and running agile ceremonies 8. But there’s a problem. Getting approval for new projects 4. Creating actionable project plans 5.
Correctly estimating lead time also helps eliminate these dependencies. You May Also Like: A 2021 Guide to Kanban Cadences to help Align Your Business Communication. Make Agile Better with Hybrid Approach in Project Management. What is An Agile Project? Example of Lead Time in Inventory Management.
Experienced agile coaches and practitioners develop a sixth-sense. They can quickly assess the health of an agile project or team just as doctors do with their patients. In my agile training and consulting practice, I have witnessed similar symptoms when an organization is struggling with its agile adoption.
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