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Agile Transformation: ChatGPT or McBoston?

Scrum.org

TL; DR: Agile Transformation with ChatGPT or McBoston? I was interested in learning more about a typical daily challenge many agile practitioners face: How shall we successfully pursue an agile transformation? Or shall we embark on an agile transformation with ChatGPT providing some guidance?

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Leadership Futures from the Next Generation: Adapting, Empowering, Thriving

The IIL Blog

Instead, there’s an expectation for staff to embody agility and an adaptive way of working, embracing a regular cadence of incremental improvement and actively working towards enhancing processes, strategies, and skills over time. That is why agile change and project management approaches are so popular.

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

Leading Agile

Mike Cottmeyer explores the key attributes in each of the three systems necessary for making a success out of the otherwise complex tax of large scale Agile Transformation. The three systems include a System of Delivery, a System of Transformation, and a System of Sustainability. Transcript. Like what are the networks of teams?

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Maintain a sense of change urgency through agility

Kiron Bondale

According to John Kotter’s model for leading change, the first step to overcoming inertia requires us to instill a sense of true urgency in those we need to support, implement and sustain the change. The specific cadence varies based on the complexity and duration of a transformation.

Agile 166
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The Agile Fluency model

Henny Portman

The Agile Fluency model, developed by Diana Larsen and James Shore in 2012 and substantially updated in 2018, is a framework to help teams understand their current position and to help them develop an individual road map. Agile teams pass through four distinct zones of fluency as they learn ( fluency evolves).

Agile 85
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5  misconceptions about Scrum's Sprint Event

Scrum.org

So, there are no directions about HOW to run your Scrum team. The duration of the Sprint is timeboxed to a maximum of one month, establishing a cadence within which the Scrum team works together to deliver value. This is the best class for managers or supervisors of individuals who work on Agile or Scrum teams. . Conclusion.

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