Відео

🙌🏽 #businessagility

You are describing, exactly, my organisation and project right now.❤

Thank you

How do you deal with dependencies and stakeholders? You remove them. Plain and fucking simple. There are 2 actors in any transaction in software engineering, the engineer and the client. "Client" can be another team of engineers, can be an enterprise architect, etc. If the team has problems with marketing, you give them a marketing expert, if the team has too many clients, you give them a client manager, etc.. It is not rocket surgery. Back in the days where kinds of Mike Cottmeyer did not exist yet, and agile was truly agile, we had a minor client request. Next day at noon we had it deployed in production. Now, with "enterprise agility", if a client has a request I am effectively forbidden to even consider the issue because it is not part of the current sprint. Not only that, but we don't even have the time for it because someone decided to read a blog, and implement a specific technical solution without any consideration, whatsoever, on how to do it properly and the monumental cost associated with it in terms of time. The descent into madness.. yeah, witnessed it from the first row seat.

There was so much here to think about! I am new to agile…. Believe it or not. This is a great perspective around systemic changes needed to influence direction. I have a lot to learn! Thank you!

Basic of scrum Complete cross functional team people, operate of clear backlog and can produce working tested increment software at the end of sprint.

Now, how do I persuade mgmt to move in this direction?

So simply explained yet so hard to achieve! For many, the uncertainty is a freedom until nothing is delivered on time and the team is questioned!☝️

In the context of a management structure, "tested" is none of your damn business. Client requests a software which makes a bunny jump across the screen. The engineer creates a software with a dog wiggling his tail. Tests it and even employs a QA to make sure the wiggling is seductive enough. Working, tested very high quality software... Will the company make any money? No. Testing, manual or automatic, is a practice designed to increase the chances of a software to be the correct one. A specific engineering practice. But it is far from being enough.

What you’re describing wasn’t ever agile. Operating in a vacuum “separate from the market and separate from the customers” was never agile. Nobody who has ever understood agility has “wanted to do it right by operating in a vacuum”

I’ve been deep diving into this topic. I’m very interested in learning how to make it work. More often than not, I’m seeing it not working. Is this creating new alternative solutions or a serious examination of organizational blockers. Are we beyond our abilities? Is it worthwhile to continue pushing this idea forward or reinventing it to fit the obstacles? It all looks insane and wasteful to me. I honestly hope we find a better way. Just don’t know what that is yet.

We do once a month way better , nothing wrong with w food trucks

Excellent video, thanking you for sharing

Brent mused

Great talk. Easy to understand and makes a lot of sense. Thanks 👍.

Whats his name where can I follow him

Converting story points to hours is practical way to do things. Since risk , complexity outlines the efforts in hours to overcome , achieve the end .

Practically in real world this does not work . Story time are abstract in nature unless tie them to absolute estimation. Remember sprint are time bound so any underlying items should have time bound characteristics to function.

So in other words, the project manager is the combination of the product manager and the scrum master

Your hypothesis for transformation captivated me 8 years ago and always will.

Didn't address the topic

I would prefer the T-shirt size approach. But I agree with you. Orgs tend to kill frameworks with ease!

Understanding the mindset of people is crucial to having them come with you on the transformation journey, assuring them that this is place for them is so important to making them feel safe about discussing experiments on ways of working and to make mistakes in that journey. I discovered LeadingAgile back in 2016, in my early days as a scrum master, and it's in my speed-dial list of sites for guidance on Agile.

Agile is cancer. Destroys every project it touches. Autistic morons love Agile.

love the description of risk ❤

It is remarkable that coaches, leaders, and managers continue to concentrate solely on team optimization regarding velocity, capacity management, the crafting of user stories, the utilization of Jira, and report generation, all the while neglecting the impact of cultural elements on the overall system.

Scrum alone is inadequate for organizing dependencies, and even when scaled, Scrum frameworks struggle to organize a system that delivers value across an entire company.

Leaders often delegate responsibilities to others. Orchestrating a system means that as a leader, you remain accountable until the desired results are achieved.

Hmmm ...

🎯 Key points for quick navigation: 00:32 *🎙️ Overview of the talk* - The talk focuses on the safe, pragmatic, and repeatable formula for leading Agile Transformation in large organizations. - Insights are shared on how executives can hold their organizations accountable for measurable progress through the transformation and what practitioners need to do to support this. 03:35 *📈 Importance of structure in Agile Transformation* - Emphasizes the need to structure and plan Agile transformations for success. - Discusses the relevance of understanding the unit of value in a transformation before tracking and planning progress. - Challenges the notion of solely relying on emergent approaches in Agile transformations due to organizational readiness and systemic barriers. 07:02 *💼 Executive perspective in Agile Transformation* - Most executives are now seeking Agile transformation but require planning and control to justify the economic outcomes. - Agile transformation needs to focus on delivering measurable progress and addressing financial concerns. - The responsibility is on Agile practitioners to provide safety, accountability, and progress tracking to meet executive demands. 15:26 *🛠️ Fundamental factors for successful Agile adoption* - Backlogs, teams, and working tested software are identified as essential preconditions for successful Agile implementation. - Backlogs should have specific formats and user stories to enable estimation and collaboration. - Teams in Agile are defined as cross-functional, stable groups necessary for maintaining velocity and delivering backlog items effectively. 22:44 *🛠️ Addressing impediments to Agile transformation* - Training people on Agile is essential, but fixing the organization's broken elements is the actual work of the transformation. 27:53 *🧩 Structuring Agile transformation* - Forming teams and establishing governance support agility. - Encapsulating teams with minimal dependencies is crucial for scalability. 36:27 *📊 Progressive transformation steps* - Incremental transformation involves breaking the organization into slices and implementing the entire value stream in Agile. - Iterative transformation focuses on continuous improvement to move the organization forward. 42:24 *🛤️ Transformation process implementation* - Build a leadership coalition and define an in-state vision to set the transformation roadmap. - Create a detailed 90-day plan aligned with the roadmap to guide the transformation work. - Implement a structured approach with 30-day sprints to achieve measurable outcomes and connect them to business goals. 46:51 *📊 Objectives and Outcomes Discussion* - Goals, objectives, and outcomes are interconnected in achieving company success. 47:33 *🚀 Transforming Organizations Key Points* - Incorporate feedback, manage communication, and create safety for everyone involved in the transformation process. - Understand the nature of transformation work, focus on iterative and incremental transformation at scale, and align roadmaps with accountable outcomes. Made with HARPA AI

I am desperately looking for an Agile consultant position anywhere in the world. I have experience implementing agile transformations in companies like Infosys, TCS, Accenture and Wipro. I am from India. Please help, please !

We're you spying on my team's Daily😉. This tip makes team wake up to their sprint goal.

Thank you. Very enlightening conversation. Great.

Really useful tips, salute.

Agile is a failure

Please share the link to the Miro template.

Thank you for this video!

I can't believe how bad understanding someone with that amount of experience can have. I worked with some of the biggest companies in their industries, and scaled agile simply doesn't work. It will never work. It's not important how good velocity is, if the thing a company is building is a waste.

Promo*SM 🌸

LeadingAgile is practical

AI will be taking up software dev too

Drinking the cool aid. No thanks - not 5 years old for gods sake

Velocity and estimates in the context of similarly sized makes no sense whatsoever. The velocity, or at the speed at which a team grinds away the backlog is the raw data for certainty. And that is a statistical exercise. In the context of statistics you are not interested in similarly sized bodies of work. You are only considering the average size of them. In certain cases that is not needed either. Personally whenever I build something, I also build up a scenario where the customer uses it. Depending on how deep I go, I know the exact value of my work. And by exact, I mean dow to a $100 precision per year per 100 users. If i open up the SAFe tools we are using, none of the titles has anything to do with the customer value... Plenty of team performance metrics and a whole lot of planning reaching into almost 6 months ... this when our customers change their behaviour roughly once a month. Yeah .. SAFe does not work. And no, not even as a training wheel for agile.

Good presentation. :)

Absolutely fantastic. Thank you so much!!