Organizing An Agile Program, Part 4: Start From the Teams and Work Up

We got here because I started with Managing the Stream of Features in an Agile Program. That got me to Organizing an Agile Program, Part 1:Introduction, Organizing an Agile Program, Part 2: Networks for Managing Agile Programs, Organizing an Agile Program Part 3: Large Programs Demand Servant Leadership. Sorry I got behind. Life interfered. Some …

Balance Innovation, Commitment, & Feedback Loops: Part 2: Moderate Innovation Products

What if you can plan for a few weeks or even a month-plus at a time? You don’t need the extremely short feedback cycles (hours to a day) because you’re not doing high innovation. You don’t need to change what the team does every few days. You can estimate and commit to maybe a month’s …

Defining the Manager’s Role for a Product Approach, Part 3

This series is about how you might move to a product-based organization. Part 1 was about how when we organize by function, the recognition and rewards might prevent a successful agile transformation. Part 2 was about one possibility for moving to a product-based organization. Before we get to who moves where, we need to consider the manager …

Agile Transformation: Possible Organizational Measurements, Part 4

“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 …