10 Mistakes in Transitioning to Agile. Levent is a technology consultant and cofounder of Jacoozi. He can be contacted at firstname.lastname@example.org. While agile software development may seem straightforward at first, the transition period can be particularly challenging. In this transition, many companies face unique challenges and make mistakes. Most of the available literature concentrates on what steps to apply for a successful transition, yet little has been said on what to avoid. In this article, I explore the 10 most common mistakes in the transition from legacy development methodologies to agile. Like land mines, these mistakes are easy to make and are things that every software-development manager should try to avoid to achieve the greatest return on this important investment. Mistake 1: Go All In Months of discussion and e-mail threads are finally gone and it's been decided that agile is the right thing for your organization.
Mistake 2: Go Fast to Go Fast Mistake 3: Ignore the Corporate Culture Divide and be conquered.
Lean Startup Meets Design Thinking. Sprint to the finish. First we need to know the problem Before the sprint starts we send out a document going over user stories, key problems, questions, and research findings so everyone has background on what we’re tackling. On Day 1 we begin the morning by spending about 30 minutes talking about the problem / feature / product. This is usually lead by a UX Researcher or PM who holds the knowledge of customer problems. We then ask any open questions and write them on a whiteboard so we can keep them in our minds throughout the day. Once everyone is on the same page we spend around an hour doing individual ideation. The best way to warm up the brain is by using your arms. Once that’s done spend another 10 minutes refining 4 of those ideas, or coming up with 4 new ideas. Remember to take small breaks between each phase to recharge your brain — go grab a coffee and then come back.
The last part of individual ideation, as you may have guessed, is refining 2 of your ideas. Sometimes we’ll do the last round twice. Sprint vs DT.
Why Do Managers Hate Agile? Thinking Futures – Agility and being futures ready. The Agility Factor, an article on the strategy+business website is a good one, and worth reading. Why? It puts into business langauge the concepts that strategic foresight pracitioners like me have been saying with different words for some years now. I’ve written about the need for agility before, where I said that it’s easy to write about, and really hard to do. This article articulates very clearly how you do it. The authors – Thomas Williams, Christopher G. This relates to what I call futures ready strategy: flexible strategy that positions your organisation to respond quickly and effectively to the challenges and uncertainties of the future. The authors identify four routines that underpin agility: strategizing dynamically – shared purpose, change-friendly intentity and a robust strategic intent, perceiving environmental change – crowdsourced intelligence to sense change, communication of changes identified, and interpretation of that change for potential impact on the organisation,
The Agility Factor. Everybody knows that big corporations, by nature, maneuver like battleships. Held back by their own inertia and current business strategies, they cannot turn quickly when the competitive environment changes. Everybody also knows that high performance, as measured by shareholder returns, is impossible to sustain over the long term; no company consistently beats the market. But a recent in-depth study of long-term performance suggests an alternative point of view about business strategy. When the measure of performance is profitability, a few large companies in every industry consistently outperform their peers over extended periods. And they maintain this performance edge even in the face of significant business change in their competitive environments. ExxonMobil is a good example. Then in 1989, Exxon fell from grace. Many companies would have reacted by putting in place short-term fixes and doing whatever they could to return to their old ways of operating.
Forward Intelligence Group :: A call for agile strategy development. Aug 23, 2013 Globalization, fiercer competition and shorter innovation cycles challenge classic intermittent strategy development approaches. Agile methods turn strategy development into a continuous activity ensures alignment with changed situations, improves execution and reduces wasting resources in pursuit of obsolete objectives. Every year the executive offices are suddenly empty. It's "strategic planning off-site" time: Review last year’s plan, do a SWOT, define the objectives for next year, write a long strategic plan and hand it to those who weren’t a part of its creation for implementation. They followed the book. Most strategy development approaches are simple and logic. Assess the landscapeDecide what to achieveDefine milestonesChoose howMeasure itCommunicate itExecute it Great! Efforts increase. So what can you do? Surely, not every problem or push-back warrants a change in plan.
The above examples of sequential tasks do not allow for that. Agile Software Development Benefits. Critique des démarches agiles. Ce texte est celui de ma conférence à Agile France 2013 (où j’ai fait un carton avec 6 auditeurs dans une salle de 300 places Critique des démarches agiles sur des logiques temporelles très grandes. Mon propos va aborder l’Agile selon des perspectives temporelles beaucoup plus larges que celles dont on parle généralement quand il est question d’Agile. C’est donc un choc de temporalité auquel je vous invite. Si je vais convoquer anthropologie et l’histoire des techniques, c’est pour mettre en place un cadre de compréhension de l’enjeu des démarches Agiles ; ce qui me permettra de faire une proposition en conclusion de mon article. Le contexte anthropo-technologique La perspective anthropologique Le discours Anthropologique qui m’intéresse, c’est celui qui porte sur le processus d’hominisation, c’est à dire la généalogie et l’évolution de l’homme qui s’étudient sur des millions d’années et dont nous sommes, ici et maintenant, les représentants actuels.
Philosophie des techniques En effet : A manifesto for Agile strategy: oxymoron or innovation? You can talk and think about stuff for ages and ages before doing something or other. Why not just do something straight away and learn from that? London was basking in unexpected sunshine and Tim Malbon (aka @malbonster) and I were wolfing down some fish and chips in Soho. His off-the-cuff comment stopped me cold – chip halfway to mouth – and in one way or another I have been thinking about it ever since (it was 6 months ago!). ‘Doing over planning‘ might be the simplest way to summarise the Agile philosophy that Made by Many so fervently pursues (a great non-tech articulation of the Agile approach to web apps is Getting Real by 37 Signals). I was further prompted by Stuart's excellent recent post exploring some of the differences between "Agile" the philosophy and "agile" the adjective, in which he concludes: Two of the most interesting questions for me is how is Agile going to scale beyond a team level?
My short answer to this, is most definitely. 1. 2. 3. 4. So whaddya think? Agile Digital Strategy Manifesto | Webrepublic Blog. At Webrepublic Strategies, we use a method called Agile Digital Strategy Development. It helps structuring our work and collaboration with our clients in an agile fashion: We work in short feedback loops (sprints), release minimum viable projects (MVP), and iterate projects and products as we go, better fitting our clients’ and their customers’ needs. As a guideline, we’ve summarized our six most important principles in the Agile Digital Strategy Manifesto. Without further ado, let’s dive into it: 1. 2. 3. 4. 5. 6.
To learn more about Webrepublic Strategies and the Agile Digital Strategy Development approach, download our White Paper.
Agile Design. Lean VS agile. Kanban.