Remove 2021 Remove Cadence Remove Process Remove Strategy

Project242: Build Strength in Multiple Areas, Not Just a Few

Bridge the Gap Consulting

Project242 (P242) is my journey to bike 242 miles in 24 hours, across the state of Minnesota on gravel roads, in August, 2021 (the Day Across MN, or the DAMN). These workouts include heavy tension and faster cadence at lower resistance. Those strategies turned into projects.

2021 52

Why Agile Transformation Fails | AgileIndy 2021

Leading Agile

This is Mike Cottmeyer's talk from AgileIndy 2021 on The Executive's Guide to Why Agile Transformation Fails. Announcer] This is Mike Cottmeyer’s talk from AgileIndy, 2021 on “Why Agile Transformation Fails.” We’re trying to connect a strategy.

2021 62

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

SAFe Simply Explained (Part 1): Core Competencies and Principles


High flexibility, adaptability and increased communication are just a few of the benefits that have led to significant improvements through the introduction of agile work processes in organizations. SAFe is continuously improved and evolved, with the latest version 5 released in February 2021. This requires collaboration and alignment of processes. These principles and mindsets are then applied to improve business processes and the corporate structure.

2021 100

Unpacking Agile Transformation: The System of Delivery

Leading Agile

The idea is that you teach folks how the process is supposed to work, and they will inspect and adapt and remove impediments along the way. The net effect is that we bastardize the process to accommodate the disfunction.

2021 72

Is SAFe® (Scaled Agile Framework®) not Agile?


The entire organization had to be in the process, not just a few self-managed teams. It provided us with a unique framework and guidelines for the entire organization, including the chief executives, to be part of the process. So, the perception is made that SAFe is process heavy.

2021 71

Creating a Risk-Adjusted Backlog

Leading Answers

These days, when I look at the overall effectiveness of our risk management strategies at the end of a project, it is not usual to see 1.5 – 2 times the value in achieved opportunities compared to avoided threats. Risk management, like backlog prioritization, is not a once-and-done process.

2021 85

The Value of an Agile Project Management Office


The Project Management Institute (PMI) provides a broad definition of PMO as: A project management office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. . With a standardized set of processes, practices, and metrics, enabled by a PMO, the executive stakeholder would not have faced the “it does not exist” situation as previously mentioned.

2021 75

How To Become a Successful SAFe Agile Coach?


The framework lets the executives get involved in the entire process, which means the system has the support of executives. They are responsible for guiding teams through the implementation process and are tasked with encouraging workers and leadership to embrace the agile method.

2021 52

Dealing With “Remote Sprawl”: How to Manage Teams, People, and Projects Across Time Zones


In this guide, we’re going to cover the tools, processes, and cultural shifts you need to make to successfully collaborate from wherever you are, Jump to a section: How to reverse Remote Sprawl: 10 reasons teams spread across time zones fall apart (and how to avoid them).

2021 78

 Executive’s Guide To Large-Scale Agile Transformation & Sustaining An Adaptive Enterprise w/ Mike Cottmeyer

Leading Agile

Not only at the team level, but at the program level at the portfolio level, at the strategy level, like at the macro level of governance and that was kind of the problem that we really set off to solve. So my voice is in the process of wearing out on me.

2021 94

Enable Lasting Technical Change by Building Empathy & Trust

Leading Agile

For this email, it is assumed that the organization’s technical strategy has been defined and a governance model has been implemented. If neither is true, this email will still be valuable, it will just illustrate that strategy and governance are missing.

2021 79

The Transformation Journey: Lessons Learned

Planview Blog

Executive teams have seen how Agile practices can help organizations gain speed, pivot quickly and effectively when needed, and deliver high-quality outcomes on strategy. Patrick has dubbed this phenomenon “strategy atrophy.” His leadership has made our process seamless.

2021 52

The Virtuous Cycle of Trust and Influence

Leading Agile

But before we get to that process, let’s talk about common failure modes that get in the way. . Delivering on a regular, predictable cadence. Trust and influence are critical components in an enterprise transformation strategy.

Encapsulation of Value

Leading Agile

Despite the obtuseness of the term, the concept is rather straightforward: encapsulating value means intentionally establishing a clear governance process and organizational structure that facilitates an alignment of product development execution to defined strategic objectives.

2021 72

Building Trust via Trustworthiness

Leading Agile

Some other factors that keep teams from being trustworthy are: Teams are not cross-functional; they don’t include everything and everyone necessary to deliver results tied to strategy. Teams don’t keep a regular cadence of collaboration and review.

2021 62

Product Discovery Anti-Patterns Leading to Failure

Meanwhile, some ideas have gained buzzword status in the process, causing the occasional collateral damage along the way. This core agile product creation process is agnostic to the product delivery framework, be it Scrum, XP, or any other framework.

2021 45

Release planning and predictable delivery

Without a regular cadence of delivery of working software any belief that you will get a usable increment is misguided at best. Many organisations wrestle with the seeming incompatibility between agile and release management, and they struggle with release planning and predictable delivery.

2021 48

Success of implementing EBM

There are plenty of challenges regarding the process of applying Evidence-Based Management, there are also great results. It happens due to frequent inspection and adaptation, so empirical process.

2021 55