Want a Successful Agile Transformation? Invite Managers Many people start their agile transformation with teams. That’s great, and it’s not enough to build and maintain an agile transformation—to change the culture. Too often, your agile approaches stall or create dysfunctions for the people and teams. If you want a successful agile transformation, invite the managers. […]
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:
How Do You Tell Your Agile Story? An agile transformation is a change, a big cultural change. Agile approaches change us as individuals, our teams, and our organizations. That means we can tell stories and help other people see what we learned. We’ve been telling each other stories—around the campfire, across the table, from the
Build Your Agile Tribe One of the reasons I use agile approaches is because they work. Not all of them, all the time. I find that I have to adapt my agile approach to the current context: the organization and its culture, the people, and the product(s) in development. Some people prefer to use a
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
If you read my scaling agile series, you can see that becoming an agile organization requires seeing your organization as a system with a culture. You can start with teams, move to programs and the product part of the organization. If you don’t also address the cultural problems of rewards, you won’t continue with your
Agile culture is about the ability to change. (You need to know why you want to change, but once you know that, agile cultures promote change.) We (as agile teams and organizations) deliver something to get some feedback and learning. We use that feedback and learning about what we just did to challenge our assumptions
Introduction to an Agile Transformation series… I’ve seen several agile transformation challenges. Since I want to address those challenges, this is a series of posts about agile transformation. The problems I’m planning to address are: Understanding why agile, why now Change and why we might not be so facile with change and how that challenges