» Agile Scrum
Do you think that your organization is too large or too old to succeed with Agile and Scrum? This article describes how the leadership team for the Global Markets at Bank of America invested in Scrum Training and Agile Coaching to successfully adopt Agile and Scrum. The move from waterfall to Scrum was the firsts step in a broader Agile Transformation which was led by key Agile Leaders. A detailed write-up of this Bank of America Client Success story is available for download.
The new Scrum Guide, the definitive reference for the Scrum Framework, is out. As of November 7, Scrum co-creators Jeff Sutherland and Ken Schwaber have published an updated version of the Scrum Guide. The last three revisions were in 2011, 2013 and 2016 so this is a relatively fast update since July 2016.
Looking for information on the PMI-ACP from PMI? This post describes what it takes to get the PMI Agile certification. Depending on your starting point, you can probably get your PMI-ACP certification with minimal Agile Training and preparation. This blog provides all the information that you might find helpful in deciding if you should get your PMI-ACP or not.
I meet with a lot of organizations who want to be Agile. When I ask why, most will respond with mechanical and tactical reasons:
- Improve On Time Delivery
- Align Business and Technology
- Flexibility to Respond to Change
Are these the right things to measure? If you achieve this, will you create a competitive advantage, or even parity? Do these represent business agility?
One of the most common conversations I’ve had with clients over the last few years is how to move from waterfall development to using the Scrum Framework. Based on those discussions and years of experience leading and supporting these transformations for my clients, I’ve compiled this short guide on planning and executing an agile pilot or an agile transformation in your organization.
A key part of an Agile Transformation for an organization is forming the Scrum teams. The starting point for most organizations is typically a functional organization such as developers, business analysts, and testers who report to their respective managers. It is common for each person to be assigned to multiple projects. So how do we go from that to having dedicated team members on cross-functional teams?
I’ve been preparing to teach a couple of courses on leadership in an Agile environment and taking stock of those characteristics that make Agile Leaders successful. Reflecting on great Agile leaders that I know, a few key leadership traits that come to mind are as follows.
Ownership - Great leaders take personal responsibility for the outcomes and results they create. They don’t blame others when things don’t go their way, they reflect on it, learn from their experience, and try again. They see themselves as the authors of their experience.
At a recent Agile Meetup we talked about exit criteria for Agile coaching. Participants wanted to know how to determine when an Agile Coach is no longer needed. I flippantly responded with “when the budget runs out”, because that seems to be when most organizations stopped coaching.
One Meetup participant (who I previously coached) responded that the need for coaches is ongoing. As he put it, professional sports teams don’t outgrow their coaches, in fact, the higher the level the more coaching they get. It made me consider my own approach to coaching.