(This post is based on content which originally appeared in an interview I gave InfoQ for Lean Kanban France 2014) A pattern I recognized on enterprise agile transformations is the difference between the guided tour and guide book approaches to change management. This pattern basically talks about this choice that people have to make between …
In parts 1 and 2 of this series about bringing Invitations into the Scaled Agile Framework implementation approach I talked about various ways to switch from Mandates to Invitations when choosing the timing and the how-to. In this post I describe an even more Invitational style using an approach called Open Space Agility. Consider this …
In part 1 of this series about inviting Invitations into the implementation approach for the Scaled Agile Framework I described the issue I have with Mandates and started to describe the Invitational style focusing on inviting groups to go SAFe but not forcing them to. Local leaders Mandate the Direction once they’re convinced of it …
There’s much to like about SAFe™(The Scaled Agile Framework™). One of those things is how some pro-level facilitation techniques are woven into ceremonies such as the PI Planning and Inspect and Adapt workshops. SAFe™also leverages one of my favorite change management patterns, starting with leaders. Two areas for potential improvement (On top of my earlier …
“There’s no predictability/commitment in Agile” Over the years I’ve heard my share of these kinds of statements from various levels of executives: “When my guys run a product development release I really want to know what I will get at the end so I can make business plans accordingly” “In the old days when we …
“There’s no predictability/commitment in Agile” Over the years I’ve heard my share of these kinds of statements from various levels of executives: “When my guys run a product development release I really want to know what I will get at the end so I can make business plans accordingly” “In the old days when we ran …
Introduction Don Reinertsen frequently talks about how surprised teams are when they first try to quantify the cost of delay on one of their projects/programs and an exercise he runs to help surface the wide range of intuitive estimates of the cost of delay amongst the team and how a little bit of analysis can …
I frequently get contacted by people who like Kanban in general but are worried that it might not be a good fit for their context. In some cases the concern is legit but in many others it is just a result of basic misunderstanding of Kanban. We need to figure out why this happens so …
A concern that comes up frequently when you start talking about applying a WIP limit is: “So, what I understand from you is that at some point you will block incoming work requests if the WIP limit is reached, yes? Well, we cannot do that. We cannot tell people we will not work on their …
I recently pointed a customer to a discussion around motivation when using Kanban compared to Scrum and other timebox-driven approaches. This blog post is a slightly edited version of my comments on that discussion, since I find myself getting into similar discussions quite frequently. The question/context originally posed by Victor on kanbandev was: “We kind of …