See Your Agile Delivery Traps Does your team deliver what they want, when they want to? Maybe your team delivers, but depends on another team to deploy. Many teams have trouble delivering the value they so carefully create. Here are three delivery traps I’ve seen in agile teams: The team doesn’t have “done” criteria. The […]
“What should I measure???” is one of the questions I see when I work with people going through an agile transformation. Too often, managers measure people as individuals. (Traditional measurements focus on resource efficiency instead of flow efficiency.) Resource efficiency measures don’t measure what the organization delivers or what prevents the organization from delivering. This
If you read my scaling agile series, you can see that becoming an agile organization requires seeing your organization as a system with a culture. You can start with teams, move to programs and the product part of the organization. If you don’t also address the cultural problems of rewards, you won’t continue with your
Agile culture is about the ability to change. (You need to know why you want to change, but once you know that, agile cultures promote change.) We (as agile teams and organizations) deliver something to get some feedback and learning. We use that feedback and learning about what we just did to challenge our assumptions
Introduction to an Agile Transformation series… I’ve seen several agile transformation challenges. Since I want to address those challenges, this is a series of posts about agile transformation. The problems I’m planning to address are: Understanding why agile, why now Change and why we might not be so facile with change and how that challenges
I was on vacation last week, thinking about value. Depending on my role, I might think of value as: Delivery of a feature or story, assuming it’s the right level of quality and when I want it. Information about the story. This might include information from the team about what they think about this story,
Gil Broza and I are thrilled to announce the updated version of our flagship workshop, the Influential Agile Leader. If you have these kinds of challenges: Your business can’t “stop” to recreate itself as an agile organization. You need to continue and to nurture the cultural changes necessary for a successful agile transformation. You don’t
I’m a monthly contributor to the Gurock blog. This month’s article is Feedback & Feedforward for Continuous Improvement: Using Double-Loop Learning Challenges Our Assumptions. Single-loop learning is when you “Plan the work and work the plan.” Double-loop learning is when you challenge assumptions during the project. Agile approaches allow us to do so. This is the
Sprints, by definition, are a timebox. You’re supposed to say, “Pencils down!” at the end of the sprint, show your work and reflect. One of the big problems with new-to-agile teams is their inability to finish work inside a sprint. Each team is unique. However, I’ve seen these causes most often: Team members multitask, so
See Your Agile Estimation Traps Agile estimation. Nothing seems to bring more fervor to an argument than by pairing the words “agile” and “estimate.” Well, controversy doesn’t bother me. Here are three estimation traps I’ve seen in agile teams: An expert signs up for their own stories, thinking it will help the team’s throughput. Your