The newest VersionOne 12th Annual State of Agile Report was released on April 9, 2018. Last year I compared the growth of scaling frameworks and methods to each other year over year. (click here to see the report from last year) Continue reading “VersionOne 12th Annual State of Agile Report – Scaling Methods Growth Comparison”
A short story, April 11, 2018, by Marshall Guillory
It was that day again. Powerpoint Commando day. Just like every day on this job. I had never felt more frustrated in my entire career. After all, why did I spend so much of my life educating myself and gaining all of this great business experience and honing my skills if I was going to be reduced to the modus of a PowerPoint clown? That’s what it felt like at least when my VP, a charismatic and gutsy leader, Mike, would call and ask, “Hey do you have those quad charts for the Falcon program updated for the executive review tomorrow?” Continue reading “The Output Trap”
Did you know that the value of facilitating retrospectives is also valuable at scale? In other words, facilitating cross-organizational retrospectives. Improvement is necessary to create better business outcomes. Relentless improvement should be a prime directive in every Lean-Agile organization.
In particular, if you are working within a Lean-Agile SAFe® portfolio you may be familiar with some of the following retrospectives. Others may not be so obvious. The point of which is that we should retro our performance for significant activities/ceremonies. When there are obvious bottlenecks in the system, do a retro, and use wisdom when this is not the case. And remember the easiest way to fail at a retrospective is to neglect to create improvement stories that make their way into the backlog. Continue reading “Retrospectives @Scale within SAFe® portfolio context”
My client has been working hard to implement the Lean Portfolio Management functions of the Scaled Agile Framework. Part of that process is to identify value streams flowing through the organization and begin the process of identifying the work that is on the streams. The value streams were identified well over a year ago. The process of researching, analyzing and identifying all of the work has been challenging, but very fruitful. Continue reading “SAFe® Epic + Capabilities Board An example of a physical SAFe® Epic + Capabilities Board”
From the 2017 SAFe Summit in beautiful San Antonio, Texas, USA!
I was just having a bit of fun this morning, but perhaps there is some way to enhance our learning?
From my original LinkedIn post.
“Business Value Bowling” everyone is ten pins and one frame away from accurately assessing business value at the end of the PI!
The Laws and the rules
“The average number of work items in a stable system is equal to their average completion rate, multiplied by their average time in the system.” ~ John Little, 1961
“A Proof for the Queuing Formula” by Little, J. D. C. (1961)