Becoming an Agile Leader, Part 5: Learning to Learn

To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them …

Becoming an Agile Leader, Part 4: Determining Next Steps

To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them …

Becoming an Agile Leader, Part 3: How to Create Allies

To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. Now, how do you create allies so you can unwedge …

Becoming an Agile Leader, Part 2: Who to Approach

To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why.  You have some idea for measurements. Maybe you’ve even started to measure to capture the data. Now, it’s time to talk to people across the organization. The question is this: Who do you talk …

Coaches, Managers, Collaboration and Agile, Part 3

I started this series writing about the need for coaches in Coaches, Managers, Collaboration and Agile, Part 1. I continued in Coaches, Managers, Collaboration and Agile, Part 2, talking about the changed role of managers in agile. In this part, let me address the role of senior managers in agile and how coaches might help. For years, …

Coaches, Managers, Collaboration and Agile, Part 2

In Coaches, Managers, Collaboration and Agile, Part 1, I wrote about circumstances under which a team might want a coach. It wasn’t an exhaustive list. It had several questions defining when coaches might help the team to become agile, not be cargo cult agile. One of the reasons we might need coaches for a team is because …

Coaches, Managers, Collaboration and Agile, Part 1

There was a fascinating Twitter conversation last week when I was busy writing other things. (I also find Twitter to be a difficult-for-me arena to have a conversation. I need more than 140 characters.) The conversation started when Neil Killick tweeted this: orgs need coaches not because “agile is unintuitive”, but because effective sw delivery …

Stuck in the Middle with Your Agile Transformation? Part 1

Here’s something I see in many organizations: Management wants to “control and manage” the projects/efforts/work (whatever they call it) in the same way they did before the organization started agile. They want Gantt charts. They want commitments. They want assurances that the work will proceed in the same way they thought of it before the …