We, as people who create products, often have big, audacious ideas. That’s great. The problem is this: How can you make minimum, bite-size stories that the team can deliver on a frequent basis? You might need these minimums: A minimum marketable feature A minimum viable product A minimum viable experiment All of these minimums are […]
Agile transformations are tough. That’s because wherever you start, the agile transformation creates culture clashes. Often, teams start with agile approaches. Teams discover the agile approach and practices that work for that team. Then, as the team gains experience, they refine their approach and practices. That’s the external part of what we see in an agile transformation.
Are you looking to help support your team, management, or organization’s agile adoption? Do you feel as if you are part of the formal or informal team leading your agile transformation? You need what Gil Broza and I teach and facilitate at the Influential Agile Leader Workshop. I wrote a number of posts about transformations:
Mark Kilby and I have finished the first four chapters of From Chaos to Successful Distributed Agile Teams: Collaborate to Deliver. We thought we had five finished chapters. Then we realized how much more work we had, to move from Google docs to Markdown. Sigh. We have four finished chapters 🙂 And, we know how to collaborate in
I delivered a webinar called Agile Metrics for Team and Product Progress last week, thanks to the nice folks at Innovation Roots. I had fun and so did many of the participants. One person gave me a new saying about metrics (at the end, during the Q&A): Are you data-driven or data-informed? It’s such a great
One of my clients has many reasons for wanting an agile transformation. Their old products are at the end of their lives. They need agile approaches so they can get feedback from customers as they develop the new products. They need to deliver to their customers more often. They need to create a mix of
I’ve been a part of geographically distributed teams since the mid-80s. I’ve taught and written about agile distributed teams for several years Now, I’m pair-writing a geographically distributed agile teams book with Mark Kilby. We’ve tweeted a little. We’ll be talking about our process at Agile 2018 in an experience report. We need your help.
Part of what makes an agile transformation difficult is the cultural change required. That’s what makes an agile transformation a journey. A client said to me, “I want the agile. The agile is good stuff: faster delivery of smaller stuff that we can get revenue for. I want it now. How fast can I get
I’ve been thinking more about possible measurements in an agile transformation journey. The first Possible Measurements post focuses on product throughput measurements. This post will focus on measurements you might see when the culture changes with an agile transformation. Again, do start with your why. Without knowing why you want to use agile approaches throughout the organization,
“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