Let’s be honest. Exec dashboards always look fine — beautiful works of fiction. Lines go up. Colors stay green. Progress looks unstoppable, and everyone’s hitting their “targets” — at least on slides. Meanwhile, teams are drowning in dependencies, decisions crawl through molasses, and nobody’s entirely sure if all this activity is producing actual outcomes. It’s […]
Stop Abusing Agile
Bob asked, “Is the project on schedule?” Will said, “We do Agile. We don’t follow a schedule.”Bob was left wondering how he might report this to the governance teams. Cathy asked, “What scope will be delivered in the next 2 months?” Joe answered, “We are agile. We do not estimate all work upfront. All I […]
Decoding Agility: Transforming Agile Teams into a Culture of Continuous Improvement
Achieving a culture of continuous improvement is a critical objective for agile teams. With a comprehensive understanding of cycle times, your teams can embark on a journey of incremental enhancements that drive significant business value while also changing your culture into that of continuous improvement. By embracing the journey towards continuous improvement you will see a notable reduction on your times and overall workflow efficiency, transforming into high performing teams and of course increasing margins.
Decoding Agility: The Critical Role of Cycle Time in Efficient Workflows
It’s widely recognized that just strict adherence to agile methodologies such as Sprint huddles, Backlog grooming, Sprint planning, and Sprint retrospectives doesn’t automatically ensure agility. The first step involves conducting a simple statistical analysis of your Cycle Time data. Once obtained, basic statistical calculations can help establish a baseline.
Unlocking the secret to accurately forecast product releases
Are you using Monte Carlo analysis to project deliverables? At its core, forecasting represents a sophisticated optimization challenge, one that seeks to minimize schedule subject to budgetary constraints. This equation is subject to myriad of variables including understanding and prioritization of work, order of execution, allocation of skilled personnel, and the ever present spectre of risks. Agile, while attempting to be nimble, often side-steps the intricate dance of optimization in favour of adaptability and speed. Practiced well, organizations have benefited strategically from this speed and adaptability as is evidenced by modern technology organizations. Enterprise ITs, however, in an attempt to reinvent themselves are failing miserably at becoming good at either.
The agile mindset – what does it mean?
“Developing a product takes time. The only way to do it is to experiment. Build a prototype or a sample and show it around. Let people kick the tires, touch it, feel it. Let them get a taste of the product. Get their feedback and incorporate it into the next prototype you build. Do it fast.” Sounds like something a Lean Startup practitioner would advocate, doesn’t it? But, you see, I got this from someone who worked in manufacturing all his life and never heard the term “Lean Startup”. He went on to say, “You’ve got to listen to the people doing the work. They do this day in and day out. If you want improvement ideas, listen to them. Solve their pain points and see productivity increase.” Sounds like agile thinking, right? With the right attitude, one can adapt the learnings across industries.