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Are These DevOps Obstacles Getting in the Way of Your Agile Transformation?

Leading Agile

But as companies scale, as the market shifts and more parts of the business become software-focused, there’s been an increase in demand for an end-to-end solution to help large organizations build infrastructure around sound technical practices. 10 years ago, it seemed that a little Scrum here and some coaching there would suffice.

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The Roles and Responsibilities of a SAFe Agilist You Never Knew

Agilemania

From not being able to manage inter-team dependencies to handle multiple sources of requirements to ensuring alignment between teams in both business & technical to delivering an increment or increasing value delivery, the challenges are a zillion. You need business agility. But, is there a solution? Let’s get kickstarted.

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? To make your new world a reality, what beliefs and worldviews would need to get left behind?

Agile 62
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Improve Product Management to drive Business Agility

Scrum.org

Business agility is similar to the agility we observe at the team level, but it extends across the entire company. Companies want business agility to outperform their competitors. This blog describes how Business Agility can be achieved with Product Management by moving up on the Org Topologies™ map. What is the Product?

Agile 165
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Questioning Agile Dogma

Leading Agile

What has changed? It’s time now to move forward to the next level of proficiency in software delivery; what we might call “post-Agile.” The business can’t hope for anything at all, as the death march approach doesn’t work. Business Impact. Stable Team. Dedicated Team. Team Spaces.

Agile 97
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Compendium of Works to Increase Probability of Project Success

Herding Cats

Business, Technical, Systems, Risk, and Project Management Briefings and Presentations. The overarching theme is focused on defining what Done looks like, assessing progress toward Done in units of measure meaningful to the decision makers. Business, Technical, Systems, Risk, and Project Management. Management Processes (#MP).