So, what exactly does it mean to embody the agile mindset? Well, simply put, to be agile means to empower your employees with maximum flexibility within a clear structure. Read on for six attributes of successful agile organizations.
“Flow,” defined as the movement of business value from customer insight to product delivery, is a fundamental prerequisite to agile success. Surfacing and visualizing the end-to-end workflow is a foundational requirement for enabling companies to master software-based solutions at scale. To take agile forward, you first need visibility into flow through these essential metrics.
In today’s fast-paced world, organizational agility is critical to business success. However, it’s common for there to be a clash between the traditional top-down business culture and the agile business philosophy. Agile project management is not just a set of processes and predetermined activities, but rather a genuine philosophy that forces organizations to embrace a brand-new mindset.
Following agile ceremonies may make an organization feel good, but that’s only a start. “Great big agile” requires leadership at all levels to focus on self-organization and empowerment as a universal framework.
Migrating an organization to continuous integration requires adoption new processes, tools, and automation. DevOps relies on dramatic culture change to encourage total transparency and collaboration among all project stakeholders.
Wilson Mar, systems architect at McKinsey & Company, discusses the age of AI, saying the best way to stay with the times is to be a risk-taker and a nonconformist. He talks about who the modern Luddites are and says companies need to recognize and accept different modes of communication in order to keep jobs in a time when technology is taking over.
Jan Jaap Cannegieter, principal consultant at Squerist, chats with TechWell community manager Owen Gotimer about senior management’s new role in agile development, strategies for providing feedback to managers, and why more teams should shift testing right. Continue the conversation with Jan Jaap and Owen (@owen) on the TechWell Hub (http://hub.techwell.com/)!
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
In this interview, Bob Galen, principal agile coach at Vaco Agile, talks about the importance of getting rid of silos by breaking down the barriers of “them and us” and becoming “we.” He also discusses the need for agile managers to steer away from a tactical management view toward a more strategic leadership view. That means leading their teams by setting expectations and guidelines and being available to help if needed, but ultimately just trusting their teams to get the job done.
Successful agile software development depends on a healthy product backlog. Too often, teams attempting to adopt an agile methodology for a project with a new product owner struggle in their transition due to a sparse product backlog.
There are many companies today implementing agile and DevOps practices, usually enabled by a microservices architecture. Most of them are focused on continuously delivering value to their customers within the boundary of a time-bound sprint.
When agile transformations fail, many agilists blame their executives for not caring about or understanding agile. However, few people focus on the different languages that IT and business people speak, and the different outcomes that both sides desire.