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The book “ The Lean-Agile Way – Unleash Business Results in the Digital Era with Value Stream Management ” by Cecil ‘Gary’ Rupp, Richard Knaster, Steve Pereira, and Al Shalloway provides a comprehensive roadmap to optimize processes, improve products, and enhance service delivery.
Lean Portfolio Management (LPM) involves connecting strategy to execution by using lean principles. What Are The Key Components Of Lean Portfolio Management? The lean portfolio leadership team creates the goal of your company. The leadership team facilitates periodic reviews to achieve enterprise agility: 1.
LPM also known as Lean Portfolio management, refers to how senior leadership uses lean principles and systems thinking approaches to align strategy with execution. Incorporating agile and lean portfolio management offer a path to improving business agility. What Are The Objectives Of Lean Portfolio Management?
Any software that you create is an organisational asset and decisions to cut quality need to be reflected in your company accounts and as such those decisions need to made by your executive leadership and should not be made by Developers. Professional Developers create working software. Release planning and predictable delivery.
Introduction of Cadence. For the first time, we are introduced of a concept called “Cadence.” Cadence is used in other Agile frameworks such as Kanban , and is basically a rhythm that gets developed as one continuously follows a set of events over a period of time. Lean Thinking. With DoD, Muda is avoided.
Enfin, sans vouloir entrer dans le détail des concepts sous-jacents mais intrinsèquement liés à ce sujet de l’agilité, n’oublions pas que les notions d’efficience, de lean, d’excellence opérationnelle sont la fondation même de ce que nous souhaitons qualifier d’agile. On découpe le problème et on bat la cadence pour le résoudre.
Lean/Agile Leadership. Both SAFe and Scrum/Nexus emphasize the need for a different style of leadership - leaders who serve, have a growth mindset, lead by example, live and breath Lean/Agile principles and practices, and strive for relentless improvement. . Adjust Cadences and level of participation.
A continuous planning cadence – quarterly, monthly, or even weekly – enables organizations to be ready to move fast when change occurs, or new opportunities appear on the horizon. His leadership has made our process seamless. How to Start Your Own Transformation Journey – Questions and Answers from the Webinar. Where do you begin?
SAFe® is a knowledge base of proven, integrated principles, practices, and competencies for achieving business agility using Lean, Agile, Systems Thinking, and DevOps. A SAFe agilist leads a Lean-Agile Enterprise with the help of SAFe®. Vision and Implementation of the Lean-Agile Principles. Who is a SAFe agilist?
SAFe picks up many already familiar elements and concepts from existing methods such as Scrum or Lean Project Management, which makes the transition easier for many companies. Lean Agile Leadership: Managers are the very core of lean agile development and business agility.
SAFe is a knowledge base of proven, integrated principles, practices, and competencies for accomplishing business agility using Lean, Agile, and DevOps. It helps you spearhead agile transformation using lean thinking and product development flow in organizations. Develop Lean-Agile Leadership. Develops Lean-Agile Mindset.
Levine wrote with People Over Process – Leadership for Agility a very pragmatic and down to earth book about leadership and agile projects. The classic formulation of agile in the Agile Manifesto has no role for leadership. As stated, the facilitative leadership model contains the triangle rigor, efficiency and alignment (REA).
41% proclaimed absence of leadership to be the main problem. Scaled Agile Framework is a knowledge base of proven, integrated principles, competencies for attaining business agility using Lean, Agile, Systems Thinking, and DevOps. Ensuring quality is an innate characteristic of Lean and Flow. Coach lean-agile change agents.
The cadence of development of multiple teams. These frameworks also encourage you to use Lean principles to optimize your flow. These include Disciplined Agile Development (DAD), LeSS, Scrum@Scale, Spotify, Lean Startup, hybrid combinations, and more. Facilitate teams of teams planning. Enable enterprise-wide visibility.
Joaquim’s response: The starting point was providing a governance framework that aligns the work of different roles to company objectives, KPIs, and cadence, with a good balance of rigor and flexibility. How did you make cultural adjustments? You mentioned how the Planview solution is being used in both IT and the Bank.
Where is your leadership strategy now? Discover three types of flexibility in leadership and work/life balance needed to make that happen in the aftermath of COVID-19. In Lean, and therefore Agile, this is recognized by the pairing of two concepts – Deferred Commitments and Last Responsible Moment. Presenters: Keynote.
They are responsible for guiding teams through the implementation process and are tasked with encouraging workers and leadership to embrace the agile method. It helps Agile Coaches, senior management, change agents, and technical folks gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework.
It is this predictable cadence of show-and-tell sessions that creates the dolphins-versus-submarines comparison. Information radiators – A common theme between the various lean and agile approaches is to show and share information. Frequent demos mean the project never disappears for long.
They are responsible for guiding teams through the implementation process and are tasked with encouraging workers and leadership to embrace the agile method. It helps Agile Coaches, senior management, change agents, and technical folks gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework.
That having weekly planning cadences; daily standups, reviews, and retrospectives would give people a reason to get in the same room and collaborate. Implementing Scrum or XP or Lean Startup on top of a tightly coupled legacy mainframe system is a recipe for disaster. Total chaos. Valuable, just not Transformation.
They build on lean-agile thinking, and standard Scrum, Kanban, and DevOps practices. Full SAFe extends the framework to Large Solutions that require coordinating many ARTs and implementing Lean Portfolio Management. To coordinate the teams, SAFe applies cadence and synchronization.
In small, lean startups, there aren’t a lot of legacy processes and systems in place to overcome, and your teams are small and conducive to an Agile governance model. They meet on a regular cadence to move high-level work items through the system of delivery. *A
Teams delivering on a predictable cadence earn the trust of the business. Pretty soon, business and IT leaders join forces to orchestrate dependencies and implement Lean pull systems. Delivery-level to Leadership). At LeadingAgile, the Transformation journey starts by focusing on predictability.
So everyone has to, one, know their part, but also really lean in and listen. So we’re going to lean in, we’re going to listen, and wherever he wants to take this song, we’re going to go with it. They all lean in and support that QA person to make sure that they have what they need. There’s a cadence. That’s so good.
What do you do with planning cadences? A lot of what those people have built upon are really sound foundational principles, like encapsulated teams at the work surface level, Kanban or flow based kind of governance models on top, right, at a lean agile metrics that enable us to measure improvement, things like that.
But a full Agile transformation isn’t just about the development process you use — it’s a way to bring creativity, innovation, and lean operations to every aspect of your business. Build a leadership team that can get your required buy-in. What are your current leadership and management processes ?
No amount of leadership attitude or mindset will change this.” And we can have multiple teams that are integrated in such a way that they produce integrated deliverables on regular cadences and where we have our portfolio items that actually move through our portfolio at a predictable rate.
Cadence and synchronization: Teams should work in fixed iterations, known as sprints, and synchronize their work to deliver a consistent flow of value. This cadence allows for regular feedback and course correction, so that teams stay on track and deliver high-quality results.
Definitely, there has to be the communications planning involved with that as well to more of a lean and effective type of method. Project team management and leadership. Servant leadership, what does that mean? The idea is that leadership, different styles of leadership are called for in different situations.
It incorporates elements of other Agile frameworks — including Lean product development , Scrum, and Kanban — to optimize project execution efficiency, streamline processes and workflows, and reduce waste in big-sized teams. Collaboration: The Lean-Agile mindset emphasizes collaboration and teamwork across all levels of the organization.
But it does mean a balanced strategy that leans on strong retention practices matters. Setup also reveals key reasons for clients leaving agencies as: client dissatisfaction with strategic approaches, and changes in agency leadership and personnel Miscommunication is fertile ground for misunderstandings and frustrations.
Scrum teams at the bottom, some sort of orchestration mechanism, the product middle tier, some sort of orchestration mechanism up at the portfolio tier, some linkage to investment tier investment strategy, focusing on the flow of value at each level, understanding lean principles. I think SAFE is fine.
You get super clear backlogs, you find out what the real cadences you’ve finished work that you start. And then tying that together into a network and then applying Lean principles to designing an organization that can get stuff done. How do you like fix it? Now it turns out the way you fix it, is you get to be aligned on value.
Is it the leadership’s responsibility for being agile, right? And they’re like, the product person is like, we need to be doing Lean Startup. And I’m like, you are going to screw those people if you force them to do lean startup stuff. What are they even going to do with a lean startup mental model?
That’s why setting clear expectations about your roles, how you’ll interact, and what cadence you’ll check in to discuss the work—and the relationship. That’ll give the team the foundation they need to do their jobs successfully, and leadership will have more confidence in their ability to show up and shine.
Let’s start with what the Scrum Guide says about empiricism: “Scrum is founded on empiricism and lean thinking. Lean thinking reduces waste and focuses on the essentials.”. To help with inspection, Scrum provides cadence in the form of its five events.”. Empiricism. Inspection enables adaptation. Source : Scrum Guide 2020.
Beginnen wir damit, was der Scrum Guide über Empirie besagt: “Scrum is founded on empiricism and lean thinking. Lean thinking reduces waste and focuses on the essentials.”. To help with inspection, Scrum provides cadence in the form of its five events.”. Die Theorie der Scrum Empirie. Inspection enables adaptation.
Even top leadership cannot articulate a short list of key strategic business capabilities the organization needs to cultivate. Leadership tends to think in terms of one-off point solutions to immediate tactical issues. There is no single step directly from chaos to a smoothly-functioning lean/agile operation.
And all that stuff’s like really super important, but we have this debate internally quite a bit with my leadership team. That was a conversation we had on our morning call this morning with my whole leadership team and my entire consulting company. And some of the things that we do, I’m very big on engaging leadership.
A PE firm has just purchased it, and its leadership is hard at work, making the best of the holding period to grow and improve the business. The leadership team realized that 1. They will now review these indicators for each initiative on a cadence to decide whether to continue investing, pivot, or stop altogether.
Product Leadership & Career Paths Defines growth opportunities and leadership structures within the product organisation. Agile & Lean Frameworks Includes practices like Scrum , Kanban , Shape Up, and Continuous Delivery for iterative execution.
There’s cadences. And when I get pressed into a corner, I’m fairly methodology agnostic, but when I get asked for which methodology I think is the most applicable or is the most right, I would probably lean towards large scale Scrum because it is a methodology that prioritizes for maximum encapsulation with minimal orchestration.
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