Survival Guide for Agile Coaches
Created on 20.11.2016
You have given everything. You have shown in countless meetings, conversations and intranet articles why it makes sense for an organisation to become agile, what being agile means, why defined process protocols don't make sense in a complex context. You have assisted agile teams to formulate a challenging Definition of Done, and helped alleged Product Owners, to contribute as requirements specialists on a team. You insisted that the management take Lean thinking to their heart, you have put a lot of effort into our change, transition or transformation team. Finally everybody agreed that organisations need to become agile nowadays. There even was a big talk by your management with images of oil tankers and speed boats.
And now that: External consultants convinced your management that SAFe - Scaled Agile Framework - is exactly the right solution for your company. More >
Guest Post by Brent Barton, SolutionsIQ
Created on 26.05.2016
At this year’s Global Scrum Gathering in Orlando, SolutionsIQ President John Rudd and I presented on the topic of Agile portfolio management. During our presentation, Andreas Schliep (long time Certified Scrum Trainer, Agilist, and hilariously dry-witted guy based in Germany) tweeted,
“Brent Barton and John Rudd gave the term business agility a useful meaning. Think portfolio.”
What is Business Agility?
Prior to the presentation, Andreas told me how concerned he was with the term “business agility” because it lacks meaning and can water down a company’s ability to derive the real benefits from being “Agile”. Luckily for Andreas and many people attending our session who were uncertain about what exactly business agility is, thinking about it from a portfolio perspective provided a pragmatic way for business to support a modern organization. Now I’d like to share here what we shared to participants that day.
Simply put, business agility means leveraging iterative delivery capability and actively managing organizational investments. The bottom line is that, if we do not align our portfolio practices to leverage what Agile has to offer, we miss out on opportunities to maximize returns and adjust plans.
The rest of this blog is dedicated to “thinking portfolio” and one of its most important components: Return on Team. More >