Agile Transformation: More Possible Organizational Measurements, Part 5

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, …

Agile Transformation: Possible Organizational Measurements, Part 4

“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 …

Agile Transformation: See Your System and Culture, Part 3

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 …

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 …

Becoming an Agile Leader, Part 1: Define Your Why

Your agile transformation isn’t proceeding the way you thought. People use the right agile words, but they’re not changing how they work. Teams aren’t collaborating, managers still talk about “resources,” and the projects aren’t delivering finished value. Your agile transformation is stuck. Maybe it’s time to return to your why. Why is your organization moving to …

Applying Systems Thinking to the Issues of Software Product Development

Introduction Software product development is a difficult task. Not only is it mentally challenging, just to write and test software, but there are a number of interdependent problems when product teams attempt to create a product. Product teams have difficulties in these major areas: meeting the schedule, implementing the desired functionality, and removing enough defects …