Best practices, lessons learned and advice from your peers in the trenches.
Estimates are far from perfect, but the business side is always going to want some sense of “how long, how much?” — even on Agile projects. Technical teams may have the most relevant knowledge to answer, but they don’t always have the willingness or tools. Here, Rex Madden of Stride NYC frames the issue and discusses options. [30 min.]
Problems emerge when a company tries to create products for external customers using processes meant for internal technology development. Here’s an explanation of the vast differences between the IT and product organization models, from mindset to metrics.
Like the telephone game in which a message changes as it is whispered from one person to another, a lot can get lost as strategic initiatives travel across an organization, from idea to plan to execution. But it’s no secret that transparency is key to keeping priorities aligned.
Value-driven projects differ from plan-driven projects in significant ways, including how teams are formed, how funding is obtained, how scope is determined and how solutions are achieved. They seek valuable rather than predictable results. Here’s a roadmap to making the switch.
Microservices is an emerging approach to software development that breaks down complex applications into smaller components or processes. It embraces DevOps, complements agile, and can provide better scalability and resilience, among other benefits. But it also requires significant organizational change, and it isn’t a silver bullet; in fact, it can make a mess. Is it for you?
Top agile organizations favor a product-centric model of execution over a project-centric model. They chase value instead of predictability. Let’s look at what’s wrong with plan-driven projects, and why it’s better to organize your efforts along business capabilities, supporting capability teams instead of project teams.
Does your organization have a process for ensuring that a strategic initiative's desired outcomes are thoroughly understood and achievable? This two-page document helps to structure thinking around identifying, quantifying and validating the benefits of a proposed project. By discussing and answering these questions, you will address the key areas of strategic alignment, analysis and accountability.
Remote work is here to stay, but some people are more likely to thrive on distributed project teams than others. To overcome the challenges and reap the benefits, leaders need to shift focus from input to output, provide explicit feedback, and facilitate online communication and relationship-building.
Many organizational change initiatives start with a bang and end with a whimper. New ideas need dedicated champions to sustain momentum as people lose interest and obstacles are encountered. Here are some ongoing activities to keep individuals engaged, informed and supportive.
Agile anticipates being wrong, or at least not exactly right, and the same principle applies to any organization becoming agile. The best approach is to simply get started and commit to the fundamentals: prioritize, re-plan, release frequently, seek constant feedback, and trust enough in the cycle to continue.