This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
This understanding should guide how you present Agile—not as a different way of working but as a strategic initiative to help them reach their goals. Transformation is an investment, and the results of that investment need to be communicated on a regular cadence. Trust isn’t built overnight.
The book is organized into four parts: Building on lean-agile foundations – mastering the basics, attending to our value-streams – prioritize improvements by their value-added impact, achieving lean-agile and VSM mastery – for product-oriented business transformations and driving sustainable transformation – strategies to achieve lean-agile mastery.
The roots of Change Management as a discipline trace back to the mid-1900s, formalising in the 1990s with models like Kotter’s 8 steps and PROSCI, presenting a more structured ‘management’ approach. It is all in the framing, tone, and demonstration. That is why agile change and project management approaches are so popular.
Frequent identification – either on a fixed cadence such as in a sprint ending retrospective or just-in-time based on a team’s recognition that there is something of value to be captured and shared. So what have I learned about lessons over the past decade?
Planview is committed to helping our customers with this transition and to that end, Chief Product Officer Patrick Tickle and I recently presented a webinar on “ Leading an Agile Transformation.”. It can be challenging to expand Agile practices beyond IT and development teams. Patrick has dubbed this phenomenon “strategy atrophy.”
The three systems include a System of Delivery, a System of Transformation, and a System of Sustainability. – [Announcer] This is Mike Cottmeyer’s talk from Agile Arizona, The Executive’s Guide to Large-Scale Agile Transformation and Sustaining an Adaptive Enterprise. And so sustainable business agility.
DO send meeting invitations well in advance and if you are following a standard sprint or iteration cadence (e.g. DO share the wealth by having everyone on the team take a turn to present a demo. DON’T present a demo without having tested what you are going to show beforehand. committed vs. completed).
So how as a company that values in-person hiring interactions overcome the challenges presented by quarantines and a pandemic? . They meet on an agreed-upon cadence and can reach out to other Pod members for questions, help, and a friendly voice. But during most of the past year, this was impossible. . So what did we do?
We take pride in being fearless, adaptive, sustainable, and egalitarian, and we admire attributes like integrity, respect, teamwork, and passion for continued learning. . The Pods meet on an agreed-upon cadence, and everyone in each Pod knows that they can reach out to other Pod members for questions, help, and a friendly voice.
The cadence of development of multiple teams. Therefore, true Business Agility can be present only when the enterprise achieves a meaningful state of mastery of all. Concentrate on Transversal topics for a sustainable adoption: Include them from day one of the adoption. Facilitate teams of teams planning. Lean-Agile Leadership.
Apply cadence and synchronize with cross-domain planning. Sustain and enhance. Present feedback on business outcomes to solidify the commitment. Build Incrementally with quicker integrated cycles. Base milestones on an objective evaluation of working systems. Visualize and limit WIP, reduce batch sizes, and manage queue lengths.
It’s usually based on a cadence. As shown in the above figure, there is no regular timeboxed iteration, but incremental delivery can happen in cadence. This results in constraints because the PO is not fully dedicated to one team or present with them. When the feature is complete, it can be delivered. Some are noted below.
This domain facilitates strategic alignment, optimized delivery cadence, methodology customization, increased flexibility, and improved risk management. The desire for a project management framework that sustains deliverability, supports the required cadence, and remains faithful to an adaptable methodology is now within reach.
A Cadence to Managing Projects BILL YATES: Okay. There’s a cadence. There’s a cadence. We have got to hit a rhythm that’s sustainable, that includes breaks, chances to refresh, to your point for today’s schedule. And you have to move and adjust. Well, that’s like playing jazz. Again, the song is moving pretty quickly.
Organizations need to move at market speeds sustainably, and that pace is getting faster and faster. We need you to change your behavior, right But do any of these things actually help us solve the problems that executives present? Nonetheless, I presented them with three alternative options that would meet their expectations.
I’ll hand the presentation over to you. Let me find out where I’m presenting from. What’s deliverable, cadence, project phase? When we look at the different sections here, what I like is that they talk about delivery cadence and they give a few examples. Jeff: Fantastic. There we go. It makes sense.
Actual Time Expended: The actual time spent on an activity from the Actual Start to the present date. Projects might additional calendars as well to show resource availability, communication cadence, etc. The kickoff meeting presents an opportunity for the two teams to know each other and to define roles and relationships.
Mike delivers this keynote presentation at AgileIndy 2023 where he explores the relationship between culture and performance and how trustworthy systems of delivery help establish and reinforce your cultural identity and norms. Video Transcript We have to respect both sides of the equation. Both sides have to be true.
Select personnel is expected to be present to fix issues as they manifest. It wasn’t sustainable. The market hasn’t slowed down, so new insights emerge over time, but the multi-month cadence resulting from the teams’ interconnectedness means that their course can only be minutely adjusted. Hence the question. .
Today, some of the same principles seem to present impediments or unnecessary challenges for many teams and organizations. I’d like to consider the following in this post: Sustainable Pace. Sustainable Pace. We always observe a ripple effect of secondary benefits, once sustainable pace has been achieved.
Here's a collection of presentations, briefings, papers, essays, book content used to increase the Probability of Project Success (PoPS) I've written and applied over my career in the software-intensive system of systems and other domains. Business, Technical, Systems, Risk, and Project Management Briefings and Presentations.
We are paid to solve our customers’ problems within the given constraints, allowing our organization to build a sustainable business in the process. The Product Owner presented a too-granular Product Backlog item instead of seeking a discussion with the Developers about the Why and What during refinement.
We are paid to solve our customers’ problems within the given constraints, allowing our organization to build a sustainable business in the process. The Product Owner presented a too granular user story. Not delivering the Sprint Goal: The Scrum Team misses the Sprint Goal more often than delivering it. (We
There’s cadences. And I know this isn’t popular in every place in the agile world right now too, but I have a belief that within sustainable pace within the team getting to decide what they bring into the sprint, that the team should meet the sprint commitment. We’re inventing, we’re learning.
We organize all of the trending information in your field so you don't have to. Join 100,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content