(Somewhere in the EU Sky) Normally when an Agile Transformation starts, it starts by the bottom of the structure. It’s easy to get Scrum up and running in small Agile Teams.
When Agile Transformation enters in a scale process, the challenge starts. It is mandatory regular alignment across the different portfolio levels to make sure that the Transformation occurs.
Continue reading “The importance of the regular alignment between different Organization levels”
(Königssee, Germany) Facing an Agile transformation process, it is extremely important to bring together a team at the same level of “language” and knowledge about the Agile methodology. Continue reading “Bringing a team together during Agile Transformation”
Agile Transformation is a test for the executives capacity to drive organizational change and business competitiveness. Agile Transformation affects all management levels and areas in the organization: since Tools, Processes, Structures and Resources individually. It’s really tough for managers to impose so many changes at once and keep the business running competitive and innovative. A huge challenge I would say.
Continue reading “Agile Transformation is a test for executives courage”
When hiring an Agile Transformation Consultancy company it would be good to have clear why are you doing it, what do you expect to achieve with it in the business goals perspective and in the company culture too. Based on your goals and time to reach them, it would be great to organize an interview asking to the potential candidates their level of experience towards your specific context and goals. With those answers, you would be able to compare them in a matrix.
Continue reading “Are you planning to hire a consultancy company to start your Agile Transformation? If yes, you must read this post and do some homework first”
Some time ago, I discussed with a colleague about who should lead the Agile Transformation in an Organization: an internal colleague or an external expert consultant? He defended that it should be an external expert, empowered by the executives, who should lead his own suggested measures and supervise their execution in the field. I thought immediately, it should be known in the entire organization, the time for the execution and the transitory nature of this role. Once his mission is accomplished, he or she leaves the organization. But why it should be like that? Continue reading “Why should be an external consultant managing the Agile Transformation?”
(Cabanas Beach, Portugal) A lot was written already in this blog about why we have more advantages adopting Agile methods. The truth is, once an organization decides for an Agile Transformation, adopting Agile methods and, particularly Scrum practice, to train and educate resources can be a terrifying challenge. Even with training, the roles will change. The background experience required for a Scrum Master or Product Owner role, for instance, is very different from what normally it comes with an experienced resource acting as project manager in waterfall methods since many years.
Continue reading “Why is so hard to educate a waterfall project manager to take a role in a Scrum Team?”
The Product Owner role for a software product in an industry where the core business is not IT is a business enabler, a business transformation agent and an innovation partner. Someone who his success depends on the success of the business he supports. Sometimes it reminds me a marriage, an alliance.
In this post I would like to share my thoughts about the required skill set we should look for, when hiring one. Continue reading “If you are out of software industries and you are planning to hire and IT Product Owner, you must read this post!”
(Düsseldorf, Alemanha) Estou no meu caminho de regresso a casa de fim de semana longo em Antuérpia, a cidade de Rubens, um centro logístico que foi reinventado ao longo do tempo, em uma adaptação permanente às mudanças da indústria moderna. Foi para mim uma grande inspiração para pensar em como podemos reinventar nossos produtos em cada ciclo de entrega, orientando recursos limitados para as iniciativas certas do portfólio, priorizando a demanda e permanentemente satisfazendo o cliente. A foto da capa é a estação central de Antuérpia, uma imagem muito boa , a meu ver, para ilustrar adaptação e coordenação.
(Algarve, Portugal) – The digitization of traditional industries reveals major challenges that imply consensus between many and different parts. Defining a vision, a strategy, a program or a set of projects is per se a huge challenge.
Other more concrete challenges go through gathering, intelligently, requirements and translating them into functionalities valued at the client, optimizing processes and motivating workers. Ideally producing measurable, noticeable and relevant improvements. Ultimately producing innovation.
I would like to share with you my thoughts on what Design Thinking is and how it can be useful to accelerate effective results during scanning processes, especially in traditional industries.
Continue reading “How can Design Thinking be extremely useful during the Digitalization process in traditional industries?”
Some days ago I was in a Jeep for 8 passengers, plus 2 seats counting with the driver, with a suspension higher than usual, the normal safari jeep… a wild Indian elephant can be taller and bigger than this jeep… amazing… If the elephant is busy and we are not annoying him, he doesn’t pay attention to us. But if he is scared or nervous with something, he can be very aggressive with humans. This scene makes me think about Kanban as a possible introduction to Agile in the big corporations, big “elephants”. Sharing my thoughts with you about it! 🙂
Continue reading “Kanban can be very useful during Agile Transformation”