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?”
In my last post I didn’t have room to explore other backlog issues, which become more important once it starts the implementation phase: bugs (or defects) and change requirements (or change requests – CR). Bugs must be included in the backlog, they will take capacity to be solved and they bring user dissatisfaction. In this post we will touch different questions: which type of bugs and CRs we can face, in which contexts we will face them, who normally will report them into the backlog and the product owner dilemma between occupy capacity with new feature or fixing bugs or improving/ adapting product details (CR).
Continue reading “Bugs, change requirements and the PO dilemma”
Some time ago, a person told me “Marta I don’t like most of Agile coach because they are like religious radicals.” This week, in a Buddhist temple I saw this role. It made me wonder, what is really about agile thinking? Continue reading “What does it mean to think Agile or Agile Thinking?”
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”
(Antwerp, Belgium) -Today I’m writing from a typical Portuguese cafeteria 🙂 . The theme of the breakfast will be: values we can expect from a servant leader.
Mainly 4 values or attitudes:
Continue reading “Breakfast Thoughts about Servant Leadership”
- Coherence between words and actions
- Looking for continuous improvement
- Inspire to create the best version of ourselves
- Check over time and intelligent questions
Retrospective meetings are recurring meetings that will normally take place after the sprint review meeting. These are very important moments to make a team think about what can be improved. But sometime there are moments when the team is faced with some difficulties in dealing with problems.
Continue reading “Retrospective meeting – Simple techniques helping you to moderate the dialogue with the Team”
MVP – Minimum Viable Product, expresses the product owner wish list of features to give a minimum value to the user.
MPP – Minimum Possible Product, expresses the team capacity within a specific time frame to deliver value for the user.
With those two concepts we observe that we need to find a commitment in between the desirable and the possible product for a release, as an example of specific period of time.
Continue reading “Do you know your MPP?”
This topic was initially approached in the post “How do you define a PoC?”, now the focus will turn to the results evaluation: what have we learned with it? Was it worthy the time invested with a critical feature? Have we enough information to start immediately an MVP?
Continue reading “How can we evaluate results from a PoC?”