I had a great time on the Agile Coffee podcast, 75. Managing with Coffee. We had a great time and a wide-ranging conversation. We spoke about a variety of issues that managers, teams, and people encounter, such as: Culture and how that plays out at all levels How the reward system might offer perverse incentives
Back in January 2020, I led a Hudson Bay Start to create/build a consulting practice. I’m happy to say it was a success. Not because everyone became a consultant. However, the people who chose to consult found their ways to succeed. And, even more importantly, some people decided not to consult yet. Those folks continue
Create Your Peer Management Team for Fun and Profit (and to Solve Problems) Do you wonder how to get more done in your organization? Your teams are working pretty well, delivering at a reasonable pace. Yet, you have the nagging feeling you could get more done. You can. The secret is management teams, not just
The original signatories of the Manifesto for Agile Software Development wanted to solve these specific problems: How can we: Bring more adaptability to software development? Stop “plan the work and work the plan” thinking? Release something of value earlier? Especially since teams now had these levers, from the iterative and incremental approaches: Prototype something for
I discussed the origins of the agile approaches in Part 5. In this post, I’ll discuss how you can create an agile approach that fits your context. Why should you create your own agile approach? Because your context is unique to you, your team, project, product, and culture. You deserve an agile approach that helps
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
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
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.
Are you trying to make an agile framework or approach work? Maybe you have technical or schedule risk. Or, 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
Several of my clients want to use some sort of maturity assessment for their agile transformations. Often, the maturity levels demand adherence to specific practices or processes. Some of those practices and processes work for my clients now. (I’m not so sure about others.) As my clients evolve, will what they do now continue to