Remove Cadence Remove Initiating Remove Software Developers
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“Agile Is Just for Software” and other Scrum Myths

Scrum.org

PI Planning serves as the cornerstone of the Agile Release Train within SAFe, establishing a synchronized cadence for multiple teams to work together towards a common goal. Starting with an initial, high-level backlog and refining it as the team moves forwards is not only acceptable but it really is the only way to fully embrace agility.

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ESP Compared to Kanban Method

Digite

David Anderson is a thought leader and pioneer in the field of Lean/ Kanban for Software Development and managing effective software teams. While Kanban was meant to be initiated at the middle management level, Enterprise Services Planning is meant for executives and senior management.

Cadence 89
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Half Agile Isn’t Real Transformation

Leading Agile

Business agility is what organizations are looking for; agile software development may be one enabling factor in achieving it, but it isn’t the point of a transformation. Dividing your transformation initiative along the seams of the technical infrastructure will often be a suboptimal approach. Half-Agile Transformations.

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A Review Of Scrum For Kanban Teams

Digite

It also encourages everyone to review/adopt the values (in Scrum language) that can help software development teams succeed in building software. Kanban teams are fully capable of doing everything that Scrum teams do, described as some sort of feedback meetings that happen on a cadence. You should go read it now.

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Review People Over Process

Henny Portman

Furthermore, neither agile or scrum contemplates how the agile team should be connected to a larger organization and to external partners who will likely have differing development processes and cadences. The book is divided into four sections. To download: QRC (Leadership for agility, 200725) v1.0. Conclusion.

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The Complete Guide to Scaling Agile and SAFe for Business Agility

Agilemania

Initially focusing strictly on empowering teams to develop products and solutions faster and more efficiently, the tremendous success in doing business this way led to large enterprise-level organizations scaling the practice to meet their needs, even extending beyond the product organization. . Synchronization of development.

Agile 98
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Adopting Agile Practices Isn’t Agile Transformation

Leading Agile

When people make such statements, they usually mean that they have trained product owners and a proficient Scrum master, and their team consistently follows the cadence of sprint planning, daily stand-ups, interviews, and retrospectives. They believe or have been told that by doing these things, they will achieve the desired outcomes.

Agile 118