Is your agile transition proceeding well? Or, is it stuck in places? Maybe the teams aren’t improving. Maybe no one knows “how to get it all done.” Maybe you’re tired and don’t know how you’ll find the energy to continue. Or, you can’t understand how to engage your management or their management in creating an […]
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,
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
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
Feeling Alone on Your Agile Journey? Do you feel as if you are waving the agile flag and no one cares? You know what you, your team, and your management needs to do. No one seems to be able to put your suggestions into practice. Worse, sometimes, it looks as if no one cares, except
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
In Stuck in the Middle, Part 1, I discussed possible management problems with agile. Those aren’t the only stuck problems I see. Sometimes, I see team problems. What if the teams are “almost agile”—they still have too many experts, their stories are too big, they don’t always deliver value on a regular basis? You know
In part 1, I addressed some management challenges with an agile transition. In part 2, I addressed some team issues. In this part, I’ll discuss why agile is a culture change and ways to consider a system change to agile. Agile looks something like this image. The responsible person (often called a product owner)
For many people, agile means an end to all project management. I disagree. I find value in servant leadership in project management. I explain how you can think about servant leadership and agile project management in my projectmanagement.com column this month: Servant Leadership: The Agile Way. If you are looking to increase your servant leadership
Is your agile transition proceeding well? Or, is it stuck in places—maybe the teams aren’t improving, maybe the people are multitasking, maybe you are tired and don’t know how you’ll find the energy to continue. You are the kind of person who would benefit from the Influential Agile Leader workshop. Gil Broza and I co-facilitate.