Tag: agile
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Link: The Frozen Middle—Part Two: Thawing
The key, I found, was to agree on new objectives. First, we tackled the question of documentation. In the old model, QA’s job was to make sure that documentation was complete—that each required section of the official template had been filled in with enough information to satisfy our overseers. But in conversation, the head of…
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Link: SAPPHIRENow 2019 – Coke’s secret IT formula revealed – ditch waterfall for DevOps
You’re basically breaking things down into smaller increments. I’m constantly getting in front of the customer. At the end of the day, you’re delivering really what the customer wants from you. So you may be able to start giving value to your customer much quicker. Even though they’re not getting 100% of what they want,…
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Link: Exploring New Ways of Working in New Zealand
Most, if not all, teams I have worked with (in the capacity as the Agile Coach in The Lab) do not know what truly matters to their customers. Through numerous planning sessions with key stakeholders from ‘the business’, they gather requirements for their product development. These plans sound great until you start asking a few…
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Link: Agile and DevOps are Failing in Fortune 500 Companies – Plutora
What all of those “unicorns” have in common are flat organizations with small teams that are responsible for a product or feature, including receiving feedback from their customers and guiding the future of the product. ING decided to transform its business to be more agile. Source: Agile and DevOps are Failing in Fortune 500 Companies…
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Link: A Brief History of Agile, Part 1: The Rise of Waterfall
Ultimately, Waterfall’s biggest failing is that it puts its trust in a system, not the people working on a product. Source: A Brief History of Agile, Part 1: The Rise of Waterfall
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Link: Technical debt leading to a company crisis
The power of focus. Before the crisis, each team worked on its own backlog and specialized in its domain. In the backlog, there were finely decomposed tasks, the team selected several tasks for a sprint. But during the crisis, we worked quite differently. The teams did not have specific tasks, they had a big challenging…
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Maybe the legacy organization actually knows what they’re doing
Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined…
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Link: Dirty Little Secrets of your System Integrator: Why Companies Still Go Over Budget
File under: 1) Enterprise computering considered difficult. 2) Be careful what wish-contract for. 3) Agility is expensive if your budget cycle is on years. 4) Maybe hire your own people? Source: Dirty Little Secrets of your System Integrator: Why Companies Still Go Over Budget
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🗂 The U.S. Department of Defense on How To Detect ‘Agile BS’
Tips on finding good agile teams in large organizations: > Are teams delivering working software to at least some subset of real users every iteration (including the first) and gathering feedback? thenewstack.io/the-u-s-d…
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🗂 Keeping the Lines Open
Tools and practices for remote agile stuff. builttoadapt.io/tk-65faab…
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🗂 Pairing at DBS
> There are various mechanisms and methods that we use to transform the skills of our incumbents. Dedicated classroom training programs is one way, but it is the least preferred option. Mostly, we believe in pairing employees who need to be trained with others who are native to those capabilities; we have found this to…
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🗂 Projects versus products, dependency avoidance ed.
> The project/product distinction is an important one for many reasons, so let’s touch on that here for a moment so we don’t conflate or confuse the two, especially since one is more productive than the other. Projects are delivered as one big monolithic thing, meaning that coordinating all the activities within a big release…
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Link: Mission capability delivered at startup speed
More coverage of the US Air Force going all in on digital XP, lean design, and cloud native to dramatically – almost unbelievably so – modernize their software. The mission capabilities these war fighters received in 120 days or less span deliberate targeting, mission reporting, advanced target production, refueling operations and many more, saving over…
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Link: The State of Agile Software in 2018
The third thing that I want to stress is the importance of getting rid of software projects as a notion. Instead we want to switch to a product-oriented view of the world where instead of projects that you spin up, run for a while and then stop; you instead say, “Let’s focus on things that…
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Link: Air Force wants to make ‘Kessel Run’ standard in tech acquisition
“You’re probably going to see maybe a directive from us that basically says every acquisition is going to have to have something that looks like Kessel Run from the primes. So you want to have [authority to operate] within three or four weeks, not six years.” Original source: Air Force wants to make ‘Kessel Run’…
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Link: Lessons from the UK Government’s Digital Transformation Journey
It’s probably OK: In any organisation that’s been around for a while, ways of doing things build up and often disconnect from the reasons they were put in place. Things are cited as “rules” which are really just norms. We had to get really good at working out the difference, and on pushing back on…
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Link: Exploring the map – Wardley Maps
Wardley’s take on riding the diffusion or understand curve: The uncharted space is where no-one knows what is wanted which forces us to explore and experiment. Change is the norm here and any method that you use must enable and reduce the cost of change. In this part of the map, I tend to use…
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Link: Agile processes can transform companies from unexpected places: The VGZ success story
At the topic of agile, lean, DevOps, and all that “digital transformation” stuff is a renewed focus on customers and figuring out what they want to give you money for, then making the product as good as possible for them: VGZ decided to focus its efforts on improving the customer experience. The starting point was…
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Link: Why Starting With End-to-End Customer Journeys Isn’t Good For The Customer
‘Here’s how to make the argument to a stakeholder on your team that really wants to see that end-to-end vision: If the idea is to get value out to customers as fast as possible, does it make sense to explore every customer touch point? The time spent doing that intensive research could’ve been spent building…
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