Reblogged: Joseph Hurtado – Beyond DevOps: Bringing Agile to the Enterprise. Why SAFe and Kanban are Leading the Way.
“Companies rarely die from moving too fast, and they frequently die from moving too slowly.” Reed Hastings, Netflix
In the last 3 years, Agile has leaped beyond Software Development & IT to find receptive ears in the offices of important CEOs and their management teams. This time unlike what happened in the early 2000s the companies adopting Agile are large corporations that recognize the value that agility brings: happier customer, better collaboration, faster product cycles, and innovation.
Agile was born inside the world of Software Development and IT, after the Agile Manifesto was released in 2001 it experienced high levels of adoption around the world, particularly in North America and Europe. Nowadays surveys put familiarity with Agile within IT departments at over 94%, most CIOs and CTOs have either adopted it already, or are in the process of improving or extending what they already have. In addition Agile is…
View original post 2,610 more words
I am going to order some blogagility.com t-shirts for friends of the blog and to hand out as swag at certain events.
- What say you?
- Do you want one?
- Would you buy one? PLEASE reply to the post and +1 so I can get an idea of how many to order
Three colors on grey t-shirts would cost me $18/shirt, plus shipping!
Black on grey t-shirts $13/shirt, plus shipping!
I would add $1 to the cost of each shirt to support the blog.
NEW! BACK OPTION A:
I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the third of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.
“Outside team interference and noise; unnecessary outside team involvement”
A SAFe Answer
This problem is not unique to the SAFe or Lean-Agile space. It exists in every organization I’ve encountered.
It is, however, a big, common problem. How many times have you or your team been “redirected” to work on the latest fire fighting drill? Was this time accounted for in the waterfall/traditional silo planned WBS that you are working against? I’m certain your manager and project managers always go back to the integrated master schedule (IMS) to reflect lost productivity. IMS’s always account for production down, maintenance, operations? Sure they do. Especially when the team doing costing gets to review the proposal and “tweak” the final numbers. [insert massive sarcasm]
I did it. I messed up big time. It was the big show with my client. I’d done it so many times before that I lost count. But today, I was off.
It was the P4 PI Planning opening ceremony day (a SAFe big room planning event, the fourth one; quarterly) and it was my honor to go on stage as the leader, servant, external change agent and sr. consultant to share a few inspirational words with the agile release trains (ARTs). My peer and amazing US Marine friend, leader, servant, internal change agent, Papa Joe LaTorre, had deferred to me to close the ceremony as he normally does, the gentleman that he is.
You know that time you practice your speech and timing and wait for just the right moment to launch your inspirational superhero movie quote? yeah…. I messed it up in front of a few hundred people. “with great responsibility there must also come great power.” “You know, spider man’s dad” Oops. Alert! Improvements needed. I realized what I had done instantly. All those fleeting words and I screwed up the closer.
I am starting a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the first of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.
“being assigned features after planning before the Program Increment planning (PI/PIP) is complete”
A SAFe Answer
From a SAFe (and Scrum/Agile/Kanban) perspective, features (or stories) should never be assigned to a team. This is a common anti-pattern/fragile action that occurs during the early stages of cultural change where people are learning to let go of their theory X selves and dismantle the old belief system that people are dumb oxen that must be led by a bridle.