Most project management processes — assigning deadlines, monitoring resources —originated in IT and manufacturing. But they don’t translate well when applied to the creative world of an all-digital agency where products are often borne out of inspiration. So how do you manage a project that is dependent on spontaneity?
At some point during an Agile transformation effort, individuals and teams start feeling better, worse or indifferent about the changes taking place. Beyond the mechanics and mantras, what should organizational agility "feel" like? Here are seven “DNA markers” to gauge if you're on the right track.
Agile methods have the capability to transform IT-business relationships and positively impact value delivery. But IT leaders must be dedicated to the culture change necessary for success. Here are 10 guiding principles you need to know about agile development.
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.
Scrum Alliance CEO Manny Gonzalez discusses key takeaways from the just-released 2015 State of Scrum Report, including the growing acceptance of agile principles at the management level, the evolution of hybrid models, the increased use of distributed team, and future challenges such as improved metrics. [18:00]
In pursuing the organizational agility that enables strategic, fast-moving transformation, leaders must focus on four spheres — individual behavior, team responsibilities, management governance and institutionalization. Along the way, they’ll also need to ask “so what?” questions, break down barriers and embrace discovery.
Agile organizations are always learning from their customers and their products, using them as guides to new ideas and opportunities. They also bring an agile mindset to selecting and executing the ideas they pursue, making advances iteratively through a continuous cycle of different initiatives at different stages.
Organizations don’t become agile overnight. It takes deep commitment at all levels, and it permeates all facets of the business. Missteps are to be expected, but to get started on the right track, we must first understand when and where agility makes the most sense for the organization.
At its core, Organizational Agility is about strategic responsiveness and functional flexibility. Companies that master it — that embrace rapid change as a source of energy and innovation — will thrive while others stagnate. Here is an introduction to the concept, including the driving forces behind it and the characteristics that define it.
Here’s a short but far-ranging conversation with Mike Cohn, whose opening keynote at this week’s Scrum Gathering made a persuasive case for open-mindedness. By being willing to admit we’re wrong and avoiding loyalty to any one brand of Agile, Cohn says we’re much more likely to discover good ideas. [14 min.]