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Recharge to Reach the Finish Line: A Leader’s End-of-Year Strategy

The IIL Blog

This rhythm of exertion and recovery resonates deeply with the cadence of leadership in business. Just as the runner needs to rest to prevent injuries, we, as leaders, need to champion moments of respite to sustain our teams and ourselves. As the year winds down, let’s take a moment to reflect on our approach to leadership.

Cadence 78
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Is SAFe Agile?

Leading Agile

Agile teams, by definition, operate independently, in close proximity to an actual customer or product owner. You have ceremonies and cadences, ways you track progress, techniques for safely writing, testing, and deploying software; and various roles and responsibilities that make up a typical Agile team. They didn’t have small teams.

Agile 127
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Comparing Nexus and SAFe - Similarities, Differences, potential synergies

Scrum.org

PS Some people feel the term Sprint isn’t the best choice if we want to emphasize “sustainable pace”. . The Nexus Sprint Review and the System Demo are similar events happening on a similar cadence - every several weeks (Sprint/Iteration). Nexus Sprint Goal - Program PI Objectives - just at different cadence/frequency.

Cadence 135
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4 Common Misconceptions About Agile Transformation

Leading Agile

We pull the customer close. That having weekly planning cadences; daily standups, reviews, and retrospectives would give people a reason to get in the same room and collaborate. System of Continuous Improvement What capabilities do we need to sustain the change and adapt as the organization responds to its customers and markets?

Agile 133
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Sprint Anti-Patterns

Scrum.org

It is all about getting things out of the door, thus closing the feedback loop and starting another round of inspection and adaption. We are paid to solve our customers’ problems within the given constraints, allowing our organization to build a sustainable business in the process. We are not getting paid to practice Scrum.

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Episode 189 – Harmonizing Potential – The Jazz of High-Performing Project Teams

Velociteach

A Cadence to Managing Projects BILL YATES: Okay. There’s a cadence. There’s a cadence. We have got to hit a rhythm that’s sustainable, that includes breaks, chances to refresh, to your point for today’s schedule. Every two weeks you’re delivering something. And you have to move and adjust. Well, that’s like playing jazz.

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Troubleshooting in Lean-Agile Development

MPUG

It’s usually based on a cadence. As shown in the above figure, there is no regular timeboxed iteration, but incremental delivery can happen in cadence. With a correct Agile/Lean coach, this understanding will be needed to sustain the project. When the feature is complete, it can be delivered. Some are noted below.

Lean 65