Most companies are faced with developing a budget and business strategy and safeguarding their industry competitiveness amid competing priorities and ceaseless technological change. As a company’s context evolves, so, too,…
Developing an Effective Approach to Agile Change Management At the beginning of the decade, you couldn’t get through a consulting conference without hearing a mention of Organizational Change Management (OCM)….
Part II of our Design Thinking series looks at the power of this capability when combined with Rapid Prototyping and Agile. Learn how you can design, test, and deliver customer-focused products in a fast, iterative way using the project management principles you may already have in place!
In Part 1 of this series, we discussed the importance of positive morale throughout an Agile transformation, comparing it to a “Sleeping Giant” that can make or break the success of that transition. But how, exactly, are attitudes improved (or, better yet, positive from the start)? Communicating wins early and often is a big part of a successful Agile transformation including both wins in code delivery and wins in attitudes. What are some possible reasons for increased morale throughout a move to Agile?
There is no shortage of Agile transformation efforts across many industries in 2017. There is also no shortage of artifacts to monitor Agile Readiness and Evolution throughout each stage of the process. But some of the most important elements of a transformation are also the most difficult to monitor: those concerning the state of team morale.
Nearly every organization is faced with a common problem: getting key stakeholders to agree to and deliver a solution that achieves shared business goals. Why is there a constant disconnect between stakeholders? Often, it comes down to communication. Different stakeholders come from different backgrounds, have different measurements of success, and communicate differently. Therefore, stakeholders regularly approach a project from various angles, making it very difficult to define the project vision, tactical objectives and subsequent requirements. This process can be frustrating and can lead to either IT or the business taking control to move the project forward.
For a successful agile team, a proper backlog is as important to success as air is to breathe. Neglect the backlog and allow disorder and non-precedence to creep in. The result? Teams who thrash – trying desperately to determine what to work on, suffering from bad habits once extinguished, and losing the the agile culture and mindset you’ve worked so hard to foster begins to falter. Teams who are led astray from their backlog are not uncommon, but there are a few categories of mistakes and mis-steps that seem to repeat themselves most frequently. In today’s blog we’ll review these common challenges and discuss best practices to overcome them.
Scaled Agile Framework (SAFe) has become a leading methodology to scale Lean and Agile principles from individual teams to the program and portfolio levels. As enterprise teams adopt agile practices, some common problems they incur when developing large solutions are misaligned priorities, lack of cross functional team collaboration, and system architectures that do not scale or integrate efficiently. This is where SAFe comes in. SAFe provides direction on how to solve common business and information technology (IT) problems to ensure teams are aligned in terms of strategy, process, and solutions.