Sid, a senior leader, wants the benefits of an agile transformation. While he doesn’t care about agility per se, he wants the organization to be more effective. His goals: Open new markets for their products. Gain new customers in those markets. Retain more current customers. He suspects that if the teams release faster, the organization can achieve those […]
I’ve outlined five potential costs of delay in the previous five posts: The delay from not releasing on time, part 1 The delay from multitasking,part 2 The delay from indecision, part 3 The delay from technical debt, part 4 The delay from other teams as part of a program, part 5 The real problem is
Imagine you have a large program, where you have several teams contributing to the success of one business deliverable. You are all trying to achieve a specific date for release. One team is having trouble. Maybe this is their first missed deliverable. Maybe it’s their second. Maybe they have had trouble meeting their deliverables all
Cost of delay part 1 was about not shipping on time. Cost of delay part 2 was due to multitasking. Cost of delay part 3 was due to indecision. This part is the cost of delay due to technical debt. One of the big problems in backlog management is ranking technical debt stories. It’s even
In Part 1, we discussed the cost of delay of not shipping on time. In Part 2, we discussed the cost of delay of multitasking. In this part, we’ll discuss a cost of delay due to management indecision. Here’s a problem I encounter often. A middle manager calls me, and asks for an estimation workshop.
Do you use Iteration Zero for your agile projects? An Iteration Zero is an iteration where you set up all the servers, make sure you have a release plan, develop a product backlog, and in general do all those things that “assure” you that your project is ready to go. Some agile project managers do,