Being agile requires eliminating waste to realize efficiency, productivity and quality gains. That means removing everything that does not deliver value to the customer, including all forms of project debt. Here are six practices that will help you and your team maintain this essential agile principle.
David J. Anderson describes Kanban as “a method without methodology.” And while it supports Agile goals — making progress with imperfect information, building high-trust environments — Kanban’s greatest value lives in its evolutionary approach to improving how organizations get things done. Here’s an in-depth interview with the CEO of Lean-Kanban University, trainer and author of three books. [37:30]
Web project manager Sam Barnes, a favorite speaker at Digital PM, shares what he learned on the “dark side” when he became a client, taking bids from companies he once competed against. He also discusses the never-ending challenge of finding the right fit for each project amid innumerable methods and tools. [24:00]
Too many organizations do not understand that Agile itself is not a methodology; it’s a mindset. No wonder they are rarely successful using Agile. They’re chasing the benefits of Agile without differentiating between methods, or even considering when one approach might be better than another.
Hamid Shojaee, founder of Axosoft, is behind a popular series of YouTube videos on Scrum and Agile. Here he shares his thoughts on the recent Agile 2013 conference and current Agile trends, including productivity tools, Enterprise Agile and teams working Kanban into their Scrum practice. [17:30]
Scrum thought leader, author and trainer Mike Vizdos discusses what he is doing with collaborative co-working environments … the ongoing struggle to bring Agile to large enterprises … and a bunch of related side projects spanning Lean Startup, job boards and publishing. [27:00]
Choosing the right process to manage your projects is a decision that should be based on need, not rhetoric. What works in one organization might not be suitable for another, or it may require modification. Agile is no different. What is important is the success of the project, not how well it adheres to a specific approach.
The role of Product Owner, at once strategic and tactical, is misunderstood by many companies transitioning to Scrum or Agile approaches. The product owner serves as both organizational change agent and bridge between the business side and the project team. Here’s a basic primer on this indispensable role.
Does your project team really act like a team or is it just a collection of individuals who focus on their tasks and rarely support each other? Jan Beaver, author of The Agile Team Handbook, discusses why and how we can better leverage the power of teams. [25:30]
Laszlo Szalvay and Charlie Rudd of SolutionsIQ discuss the state of scaling Agile and Scrum principles on the enterprise level, including the challenges of intergrating the work of multiple teams on larger programs and portfolios. [30:48]