Home » Agile (page 4)

Agile

Velocity in Scrum, actually

In complex and uncertain environments, more is unknown than is known. There is much we don’t know. What we know is subject to change. Only what we have achieved is known (unless we prefer to cover up). Progress is in what we have done, more than in what we plan to do. What we plan to do are assumptions that ...

Read More »

Strategy Behind More Agile Budgeting, Part 2

I suggested ways to think about more agile budgeting in part 1. I didn’t tell you why. How do you budget your own money and time? If you’re like me, you have a plan for the year. I evaluate the plan—my products, services, and clients—on a regular basis. I always evaluate monthly. Sometimes, I evaluate more often. That’s because I ...

Read More »

Tactical Ideas for Agile Budgeting, Part 1

Too often, organizations want to budget for an entire year. The managers run around for two or three months in advance of that fiscal year, attempting to predict a ton of things: Estimates for not-well-defined projects or features,Capital equipment or tool needs,“Headcount” aka, people needed. Then, the organization doesn’t finalize the budget until after the year starts. Or they say ...

Read More »

Product Roles, Part 8: Summary: Collaborate at All Levels for the Product

Too many teams have overloaded Product Owners. The teams and PO have trouble connecting the organization’s strategy to what the teams deliver. The teams, PO, management, all think they need big planning. Too often, the POs don’t do small-enough replanning. They’re not living the principles of the agile manifesto. That insufficient collaboration means the PO doesn’t always connect the strategy ...

Read More »

Product Roles, Part 6: Shorten Feedback Loops

I started this series discussing the issue of the various product-based roles in an agile organization. I suggested a product value team because one person becomes a bottleneck. One person is unlikely to shepherd the strategy and the tactics for a product. And, batching the product planning in one-quarter chunks doesn’t encourage us to reduce the feedback loop duration. When ...

Read More »

Re-imagine your Scrum to firm up your agility

Many of today’s enterprises are hardly fit to play a leading role in today’s world. They are designed on the past-world premises of stability and high predictability, of repetitive work with easily scalable results. They experience profound difficulties having to navigate the predominantly uncertain and unpredictable seas of today’s world. An increase in agility is needed. They adopt Scrum. Rather ...

Read More »

Product Roles, Part 5: Component Teams to Create Slices

As I’ve written these product role posts, a number of you have asked about how to use component teams. You might have a security team. Maybe a performance team. Regardless of my desire, you have component teams. You want a more agile approach to manage the interdependencies among the teams. You want to be able to deliver small features more ...

Read More »

Product Roles, Part 4: Product Orientation and the Role of Projects

Many people in the agile community promote a product orientation over a project orientation. That’s possible because an organization has product or feature teams. That works until you have more products than teams. That’s when you might still need projects to accomplish everything. If you keep teams together, you can still use projects in a product-oriented organization. More Work Than ...

Read More »