We are on a journey to try to truly be an agile organisation. In this post, number three in the Business Agility Series, I will describe how we changed our business operating model in order to help develop new habits to step us towards our desired agile new culture.
Agile is designed to manage complex situations where there are a large number of unknowns. It has been extremely successful in helping navigate a constantly changing environment by rapidly delivering small increments of value and using the evidence obtained to determine the next round of decision making. Given the highly competitive and rapidly changing business environment, many organisations are now asking whether Agile can be applied to running their entire organisation.
In this series I delve into how Assurity, a 200+ person consulting firm, has been running the entire company using agile techniques. As the General Manager of the second largest branch and a seasoned agile coach I am helping shape our direction. I will share our successes, our spectacular failures and some really interesting lessons in the interests of collective learning with the broader community.
I spent the last week of April in Karlsruhe, Germany with the wonderful and talented Scrum.org community. During that time, we worked through The Nexus Framework as part of the new Scaled Professional Scrum training. It was a come-together of some of the world’s leading agile thinkers, reviewing Scrum.org’s approach to the challenge of “scaling Scrum”. It was a profound experience I am grateful for. This post shares some of my experience. [Read more…]
Agile has clearly made a significant impact on the software development industry, changing the way millions of people work to a more flexible, engaging and adaptive approach, delivering products that better meet the changing needs of the market. Agile thrives in under complexity and uncertainty – elements intrinsically inherent in business. So can agile be used for implementing a business strategy? In this post I will outline some basic principles and concepts for this.
There is a fundamental change in management happening under out feet that is challenging the very need for strategy. Small changes are happening every day and in ten years’ time we won’t recognise management as we have thought of it in the past. [Read more…]
When I first started doing Scrum I was focused on project delivery. As a software professional I wanted to find better ways of delivering customer value and Scrum made total sense to me.
But as I applied Scrum, I started to realise that Scrum isn’t actually about delivery; it is about change. Now as an agile coach I spend the majority of my time on change management. In this post I investigate why Scrum is actually about change and how you can use it for approaching change. [Read more…]
Big news – Lyssa Adkins and Michael Spayd are finally coming to NZ. When I attended their training in 2010 it completely changed how I approached agile work. Since then I have been trying to get them here and have finally pulled it off! [Read more…]
During my three weeks recently in the US I caught up with Scrum creators Ken Schwaber and Jeff Sutherland. Following this I thought I would pull together a post about the key changes to the 2013 Scrum Guide.
You know how when you see someone smile, you smile too? Or when you see someone crying, you feel their sadness. Well that’s because of an incredible phenomenon called mirror neurons. Understanding mirror neurons is a critical aspect of team development as when someone else experiences an emotion, mirror neurons light up the exact same areas of our brain, as if we were experiencing that emotion ourselves. Literally, emotions are infectious. This is post 2 in The Agile Teams Series. [Read more…]
One of the patterns I have often witnessed in agile projects is testers really struggling to shift their mind-sets away from relay race thinking. The common problem goes something like this:
“Scrum wastes our time. Us testers don’t have anything to test at the beginning of the Sprint and then too much to test at the end. It is a frantic dash at the end to get everything tested in time. It feels very inefficient.”
Well, that’s because that approach is very inefficient. Scrum is designed to highlight waste and will relentlessly continue to do so leaving you two options – either accept it and live with it or change. [Read more…]