What Lifecycle or Agile Approach Fits Your Context? Part 4, Iterative and Incremental but Not Agile Lifecycles

Which levers does your team need to manage risk in your project? Do you need to cancel the project if you can’t finish a phase? You might not have the time. You might not have the ability to do this project. That’s the point of Serial lifecycles in Part 1. Maybe you need feedback from …

What Lifecycle or Agile Approach Fits Your Context? Part 3, Incremental Lifecycles

So far, we’ve discussed the lever of canceling a project at any time with the serial lifecycles in Part 1. That’s assuming you replan and/or cancel. We added another lever of looking for more feedback with iterating over the requirements in the iterative lifecycles in Part 2. Teams have another lever. They can release increments …

What Lifecycle or Agile Approach Fits Your Context? Part 2, Iterative Lifecycles

Back in Part 1, I wrote about how stage-gate approaches were as agile as we could use at the time. We had one delivery, so our agility was about canceling the project if we couldn’t finish it. However, some smart people also realized that we had another lever, aside from estimation, to replan the project. …

What Lifecycle or Agile Approach Fits Your Context? Part 1, Serial Lifecycles

Are you trying to make an agile framework or approach work? Maybe you have technical or schedule risk. Maybe you’ve received a mandate to “go agile.” Maybe you’d like to experiment with better ways of working. Or, maybe you’re trying to fit an agile framework into your current processes—and you’ve got a mess. You’re not …

Three Tips for Managing Your Newly-Remote Day

You’re “working” from home. The kids are home, and you’re supposed to lead their schooling. Your spouse is home. And, you’re not supposed to go anywhere. Yeah, COVID-19 reality stinks. You CANNOT work the same way you did before. Expecting people to “just” pick up where they left off? Nah. Unreasonable expectations. Here’s what you …

Product Roles, Part 8: Summary: Collaborate at All Levels for the Product

Too many teams have overloaded Product Owners. The teams and PO have trouble connecting the organization’s strategy to what the teams deliver. The teams, PO, management, all think they need big planning. Too often, the POs don’t do small-enough replanning. They’re not living the principles of the agile manifesto. That insufficient collaboration means the PO …

Product Roles, Part 6: Shorten Feedback Loops

I started this series discussing the issue of the various product-based roles in an agile organization. I suggested a product value team because one person becomes a bottleneck. One person is unlikely to shepherd the strategy and the tactics for a product. And, batching the product planning in one-quarter chunks doesn’t encourage us to reduce …

Product Roles, Part 4: Product Orientation and the Role of Projects

Many people in the agile community promote a product orientation over a project orientation. That’s possible because an organization has product or feature teams. That works until you have more products than teams. That’s when you might still need projects to accomplish everything. If you keep teams together, you can still use projects in a …