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.

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

Agilemania

SAFe also adds additional interaction events to ensure collaboration happens across the teams and not just within the agile teams aligned to a common goal and work with a synchronized cadence. There has been some amount of criticism about SAFe.

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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. Which risk avoidance or elimination strategies are working and which are not?

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The Value of an Agile Project Management Office

MPUG

In an Agile PMO setting, the product backlog is executed over a number of iterations or with a flow-based cadence in order to move towards the vision or goal of the product. The Agile PMO defines and ensures a strategy deployment method. Imagine this scenario as you start-off your day: You open your business site and the message says: “it doesn’t exist.” You then try to login to your email account, which also displays the same message.

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The Complete Glossary of 614 Project Management Terms

Workamajig

Projects might additional calendars as well to show resource availability, communication cadence, etc. Communication Plan: A document outlining the communication strategy for the project, including all stakeholders and their relationship to the project.

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How To Become a Successful SAFe Agile Coach?

Agilemania

All frameworks for scaling agile share five main components: inspiration from the 12 Agile Manifesto principles, cadence, synchronization, Scrum, and quality development practices. What is SAFe agile.

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

Planio

Timing and team cadence: Decouple team cadences whenever possible. Timing and team cadence: Decouple team cadences whenever possible. Agile teams rely on a clear sprint cadence to keep projects moving, remove bottlenecks, and ship great software.

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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.

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The Virtuous Cycle of Trust and Influence

Leading Agile

Delivering on a regular, predictable cadence. If You Want to Be Trusted… An effective enterprise Transformation strategy is grounded in a trustworthy ecosystem around the people for them to produce products in a predictable way.

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.

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Encapsulation of Value

Leading Agile

Strategy and Epics. In this scenario, even with all the pieces in place, we fail to achieve the encapsulation of a value stream because we lack the backbone of strategy that comes from intentionally parsing larger objectives down into executable chunks of work.

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Product Discovery Anti-Patterns Leading to Failure

Scrum.org

To prevail in today’s game of an accelerated innovation-based competition—software is eating the world—, every organization needs to acquire a holistic understanding of an agile product creation process: A vision leads to a strategy that (probably) results in a portfolio of products (and services).

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 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.

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Release planning and predictable delivery

Scrum.org

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.

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