Scrum

Tushar Paunikar: Agile and the KRA Conundrum

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Reblogged with permission from , the original author of
 this content, as a contributor to blogagility.com. Originally published 
on LinkedIn, November 22, 2016.

 

Life can be pulled by goals just as surely as it can be pushed by drives. -Viktor E. Frankl

Metrics drive behavior. I bet all would agree. We have experienced this umpteen times in our professional life. Even our personal life is abundant with examples where metrics influence people’s behavior.

If my kid has the target to score an ‘A’ in Math and that target is linked to a new bike, he will try to find insincere ways to achieve his target, if he sees his attempts to study sincerely may not be fruitful.

If a developer has the target to maintain 80% code coverage and that target is linked to a quarterly Most Valuable Player award, (s)he will try to find nasty ways to increase code coverage, if (s)he sees that all attempts to write meaningful unit tests may not meet the project deadline.

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Srinivas Garapati: The Agile, Framework, and the challenges.

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Reblogged with permission from Srinivas Garapati, the original author of this content, as a contributor to 
blogagility.com. Originally published on LinkedIn, June 28, 2017.

Introduction

Scrum and other agile frameworks may be easy to understand, yet prove extremely challenging to implement – especially in any large organizational environment. Why is that so? The following metaphor is an attempt to explain the difficulty. Every metaphor is imperfect, but we will try to give a gist of the challenges involved.

We apologize should anyone feel offended, and this is not to disparage the great work that everyone contributed to the agile movement. The knowledge and great learning that we have accumulated over the years would not have happened without this journey through the Agile manifesto.

What’s a framework?

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Upgrades! Power up your coaching

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Time for a few upgrades. Since I can’t add anymore brain cells… I’ll settle for aids.

I tried the iPad with the fire timer. That was a fire fail because you have to deal with keeping it charged all day. Plus, it encourages students to play with their electronics.

timer

And, what about breaks and time boxes? Yelling isn’t very kind and your voice will need all the reserved cycles it can get. Chimes are awesome and you can use them as a reward for games by letting the winner play the song.

chimes

SAFe© – The Program Dependency Board, a real life working example

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I promised a picture of the (jokingly) “super duper dependency board runway” (PDB) for our Agile Release Planes (ART) two weeks ago from my amazing uber client people at ESC. Well, here you go.

before the ART 1 and ART 3 PI4 Planning (P4 PIP):

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Defining Velocity for relative estimating teams (Agile)

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Defining Velocity

Let’s define “velocity” in “Agile” (or should I say more accurately relative estimating teams?) terms before we get started so that we have a shared understanding of what the community and thought leaders have to say.

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Figuring out PI Objectives in SAFe

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SAFe© and Scaled Agile Framework© are registered trademarks of Scaled Agile Inc.

 

I am no artist but at least I try. Here are the general guidelines to develop PI Objectives. Try not to regurgitate your teams pulled features as objectives. Think about how your team is going to deliver business value to the customer.

What is organizational agility?

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Enjoying the questionnaire Nissreen Barakat. I have pondered this question for a while too. I don’t feel like the answers I’ve found so far tell the whole story, although most are decent. What are your thoughts?

From your point of view, what is the definition of organizational agility?

My take at starting the discussion:

An internalization [permanent] of the capacity of an organization to consume simple, complex and/or complicated problems quickly without requiring a formal reconfiguration or restructuring (adaptability) of the organization’s internal structure while being able to deliver on the mission and value delivery in a way that customers of the organization would consider successful outcomes. Measurable organizational agility would be reflected as a learning culture focused on relentless improvement with no regret failure. “Pivoting without mercy or guilt” as Leffingwell and Knaster would say. Learning cultures in organizations should also be able to consume chaotic problems by bringing order to the chaos through iterative experimentation and study of outcomes and generation of new hypothesis. Also, organizational “agility” is possible without “Agile.”

#SAFe #Agile #agility #organizationalagility #howto #whatnext