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Watch the video now : Engage the Agile Fluency® Model with Diana Larsen — Hands-on Agile #46. ?? Delivering teams deliver on the market cadence. Diana co-authored several influential books: Liftoff: Start and Sustain Successful Agile Teams, 2nd ed. Shall I notify you about articles like this one?
At the same time, our traditional planning processes cannot keep up or sustain us anymore: The annual plan is most on-strategy the day you finish it. 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.
Delivering teams deliver on the market cadence (agile sustainability). Video: The Agile Fluency Model Explained: A Brief Guide to Success with Agile. Each zone brings specific benefits: Focusing teams produce business value (agile fundamentals). Fluency is more a matter of habits than skills. Agile Fluency Simulation?—?an
Organizations need to move at market speeds sustainably, and that pace is getting faster and faster. If we can establish a connection between our efforts and incremental, iterative market sensing, and sustainable adaptation, we stand a chance. The rest of the video is a Q&A portion with the audience…
Your head is full of ideas for articles, videos, and social media posts, yet you can’t figure out how to put it all together. Learning from the past is one of the best ways to reliably and sustainably improve performance. Imagine you have to create a content calendar for the upcoming quarter, but you’re not sure where to start.
Now, you might be thinking what exactly a dance has to do with cadence in Agile? Let’s start first with the definition of cadence. Cadence – Definition and Basics. One can define cadence in Agile as follows: Cadence is a regular, predictable pattern of development work in Agile. Working with Single Cadence.
Video Transcript We have to respect both sides of the equation. Yesterday’s weather and all those kinds of things, stable velocity, sustainable pace, all that kind of stuff, they don’t have to keep over committing. Both sides have to be true.
We are paid to solve our customers’ problems within the given constraints, allowing our organization to build a sustainable business in the process. Additionally, it has a devastating effect on stakeholder inclusion, as Scrum events, for example, the Sprint Review, lack a proper cadence, reducing your stakeholder’s willingness to collaborate.
Video Transcript So much of what we’re doing, whether it be agile or product extraction or engineering modernization or technology practices or buying tools to do data buying tools to do DevOps, buying tools to do ai, what we’re doing is we’re just piecemealing an organization together. There’s cadences.
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