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Adopting Agile Practices Isn’t Agile Transformation

Leading Agile

Agile needs to be tied to business-driven results. If not, then we start measuring things like people trained, teams doing Scrum, or the organization’s sentiment toward Agile to tell us if we’re succeeding. If your Agile isn’t helping you do that, then it’s not really Agile at all. First, how are we forming teams?

Agile 118
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Unpacking Agile Transformation: The System of Delivery

Leading Agile

So if we agree that Agile Transformation is worth talking about, we need a better way of talking about it. You see, over the past 20 years, the general hypothesis has been to train people on Agile methodologies and trust everything else will emerge. Once we understand where we are going, we can start to talk about how to get there.

Cadence 75
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How To Implement Lean Portfolio Management?

Agilemania

Agile development and product development are aligned with business strategy through LPM, driving value to customers with products and solutions. Business agility can be improved by combining LPM and agile development practices. The leadership team facilitates periodic reviews to achieve enterprise agility: 1.

Lean 98
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Overcoming the Barriers to Business Agility

Leading Agile

If you could magically create a new world where large organizations had overcome the barriers to Business Agility and Agile came naturally, what would have to be true about that world, the organizations, and the people working there? And how would we know that this new Agile world was any good?

Agile 62
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Encapsulation vs Orchestration: Dependencies in Agile

Leading Agile

Dependencies will stop Agility dead in its tracks. In the presence of dependencies, you’re never going to achieve the level of Agility you desire—unless you do something about them. Theoretically, you could have two teams that meet most of the criteria of an Agile team. And that limits our ability to be Agile.

Agile 125
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Is Kniberg’s Aligned Autonomy matrix still relevant?

Scrum.org

He worked at Spotify around 2012 when they were pushing the boundaries of scaling agile and experimenting with new organizational designs. The question we ask ourselves in this article is, "To what extent is Kniberg's graph still relevant to improving the performance of large-scale agile team collaboration?".

2012 133
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Encapsulation of Value

Leading Agile

Agile transformations are hard. People are starting to draw the conclusion that “Agile doesn’t work.” While this kind of “Agile laboratory” environment stems from good intentions (we certainly don’t want to set a team up for failure), it is not very useful from a hypothesis testing standpoint. What happened?