Team Health & Engagement Surveys
If an organization is not agile at a basic team level, it’s going to be really difficult to build an […]
Agile Organization, Agile Transformation
Agile Assessments
Kanban Maturity Assessments
Kanban Maturity: From WIP Limits to Flow Efficiency Like retrospectives, surveys are another mechanism for collecting feedback as input to
OKRs, PI Objectives, PI Planning, Product Management
Combining OKRs With SAFe PI Planning
In an earlier post (OKRs vs. PI Objectives in SAFe) we discussed how SAFe advises against using OKRs as PI
Agile Assessments, Agile Transformation
An Agile Transformation Dashboard
Also Read: Agile Transformation – A Basic Framework. An effective Agile Transformation Dashboard should provide clear, actionable insights into both
Agile Release Train, Business Agility, SAFe, Scaled Agile
SAFe 6.0: The ART Backlog
Topics covered: The role of the ART Backlog. Customer Centricity ART Backlog Refinement and PI Planning Readiness. ART Backlog Ranking
SAFe, Scaled Agile, Scaled Agile Framework
SAFe 6.0: ART Design – Organizing Around Value
ART Design – organizing around value delivery. Includes ART roles, ART events and cadences and how to launch an ART.
Improvement, Kanban
Unleashing the Full Power of Kanban
To unlock the full power of Kanban, teams must move beyond treating it as just a visual task board. By implementing WIP limits, tracking flow metrics, making policies explicit, improving flow, and focusing on continuous improvement.
Improvement
The Lean-Agile Way of Continuous Improvement
In a recent State of Agility Survey Report, the majority of respondents cited Accelerate Software Delivery as the most important
Improvement
The Lean Foundations of Continuous Improvement
Summary The Lean Model of continuous incremental improvement has proven to be highly effective vs episodic, large-scale improvement projects. Lean
Agile Transformation, Improvement, Retrospectives
The Problem with Retrospectives
Retrospectives play a key role in continuous improvement. However they often fail to deliver due to lack of vision/strategy, dysfunctional team cultures, and no real follow-through on improvement actions.
Improvement, Retrospectives, Scrum
Success with Retrospectives
Summary Retrospectives are a fundamental practice in all agile frameworks and enable delivery teams to continuously improve their performance in
Agile Assessments, Agile Transformation, Improvement
Combining Retrospectives and Surveys
Summary Retrospectives and surveys both play a role in organizational learning, adaptation and improvement. Retrospectives are an integral part of
Agile Assessments, Improvement
Agile Maturity Assessments
An Agile maturity assessment evaluates an organization, team, or department’s adoption, practice, and proficiency in Agile methodologies. It helps identify
Kanban
Predictable Flow with WIP Limits
WIP limits are the key to establishing and optimizing the flow of work in a system. When WIP limits are
Kanban
Kanban Flow Physics
Our goal is to deliver maximum value at minimum cost. We seek to achieve this via a relentless focus on
Agile Planning, Flow
Monte Carlo Forecasting for Agile Teams
The Monte Carlo Method can be used to analyze past data and then predict a range of future outcomes. This can be applied to situations where there is no single deterministic answer, like software development planning.
Agile Assessments, Improvement, Retrospectives
Data-Driven Improvement for Agile Teams
Are your retrospectives actually moving the needle, or are you just having fun? Summary Agile delivery teams aspire to continuously
Improvement, Kanban
Flow Metrics for Accelerated Delivery
Summary The basic measures of flow are: Cycle Time: The elapsed time between when an item starts and when it
Improvement, Kanban
Kanban for Software Teams
The Kanban Method can be applied as flow accelerator for software delivery frameworks. Adopting the Kanban Method for software development creates efficient and predictable flow of value.
Agile Transformation, SAFe, Scrum
The SAFe Feature Factory
SAFe Development Model: Define Requirements: Once a quarter a Product Manager creates a new set of requirements – aka the