This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.
I'm in the process of building a 4-day workshop for the PMI's Disciplined Agile offering - The DA Value Stream Consultant. I won't say it's our equivalent to the SPC because it covers more ground - but that'd be a fair way to describe it. Don't ask for details about the when it'll be available or other details as I can't speak to that. But as I'm working on the materials and instructor notes I'm looking for feedback from people. In particular, seeing if what I say is understandable and makes sense.
The way to participate is to check out the resource pages I'm building. The main page includes a table of contents at the bottom which lists existing pages. You can discuss things on the Disciplined Agile LinkedIn Group as well as I post updates to the site there. It's also a good place to discuss things with me and DA champions who hang out there. I am looking for feedback and am happy to answer questions.
I have no problems in give my contribute if in some way I can be usufull, but I guess that exists more qualified people to do that nevertheless I have been reading the page regularly.
As you mentioned the DA champions ( choice is good when is applied correctly) it's change that until today I do not know who they are , neither in my local chapter ( I already ask it's a mystery, probably there is no one), seems to me if the objective is to promoting DA this should be a transparent process and they should announced a become truly engaged and committed in promoting DA is the only way to know their work afterall they act as ambassadors to DA.
PS: besides learning what is the benefit a free day in your workshop of 4 days :), just a joke to smoth the environment.
As you say in table of contents you emphasize size of the organization and still categorize organizations into size standards:
As you quote
"Helping Organizations of Different Sizes"
I agree with you that size is a challenge when you are addressing scale in agility, so size matters. However i was thinking and based in my experience, besides size there are one other important potential disruptive factor that is team dispersion.
Teams located in a scattered way, virtual teams in several locations, sometimes members of the same team dispersed in several locations (it happens to be my case right now 1000 workers, in my department we work with dependencies to 12 small teams (between 5 and 12 members) located in several points of the globe (USA,Japan,Portugal,Spain,Australia,Swiss, China)) this allied to the size can address several challenges in scaling, so my question is should your categorization of size be a matrix including two factors size and dispersion? because for me is more difficult to covered the entire value stream when dispersion enters in the game, dispersion for me is an exponential variable of the size. So in scaling this makes a lot of difference in the actions and challenges we should address implies a lot of more flexibility and adaption.
These are great insights. I _was_ mentioning only one factor. Distribution _is_ another. And there are even others. One of the most important is the degree of interactions of the value streams in an organization. We would prefer them to be independent. When they are tightly coupled our steps are to first get the different streams working together and then disentangling them.
I'm about to write more on this in the next few days.
Thanks for your always useful comments.