Wed, 15 Jul 2020 05:10:42 GMT Manifesting Business Agility https://www.ProjectManagement.com/blogs/581099/Manifesting-Business-Agility 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. Shu Ha Ri at Disciplined Agile https://www.ProjectManagement.com/blog-post/65044/Shu-Ha-Ri-at-Disciplined-Agile Sun, 05 Jul 2020 16:02:51 GMT I have long railed against the misuse of Shu Ha Ri (follow, diverge, transcend) in the Agile community. Following preset practices is risky since no one size fits all. Diverging from them after gaining knowledge sounds good but no framework provide guidance on how to do this. Shu Ha Ri is often used... Framework proponents - you don't get a pass by blaming your adopters' failings on them https://www.ProjectManagement.com/blog-post/65008/Framework-proponents---you-dont-get-a-pass-by-blaming-your-adopters-failings-on-them Thu, 02 Jul 2020 14:44:52 GMT One of the foundations of Lean is that it is based on systems thinking which tells our system causes most of our failures. When recurring failures occur, system thinkers don't look to blame those in the system, but rather look to the system itself. This is why in the 21 yrs of my adjusting my or... Attending to Cause and Effect in Complex Systems https://www.ProjectManagement.com/blog-post/65007/Attending-to-Cause-and-Effect-in-Complex-Systems Thu, 02 Jul 2020 14:43:05 GMT (These are some notes from the Disciplined Agile FLEX alpha workshop under development) When looking for cause and effect one must remember there may be multiple causes. Hence, if you fix one thing you may not get the result you want because other things may be going wrong. Consider building a br... The Most Compelling Reasons for Using the Minimum Business Increment https://www.ProjectManagement.com/blog-post/63802/The-Most-Compelling-Reasons-for-Using-the-Minimum-Business-Increment Tue, 28 Apr 2020 14:59:07 GMT I have found the Minimum Business Increment (MBI) to be one of the most useful concepts in 20+ years of doing some form of Agile, An MBI is the smallest increment of value that can be created for which value can be realized by an internal or external customer. MBIs are defined from initiatives for s... The FLEX Playbook For SAFe https://www.ProjectManagement.com/blog-post/63727/The-FLEX-Playbook-For-SAFe Fri, 24 Apr 2020 00:58:55 GMT SAFe often achieves unjamming dev orgs that hadn't been able to work together. However, true organizational agility requires the creation of a network of semi-autonomous teams working together to deliver value to customers. After organizing people into ARTs that have the abilities to build produ... How Disciplined Agile and FLEX Improve SAFe https://www.ProjectManagement.com/blog-post/63436/How-Disciplined-Agile-and-FLEX-Improve-SAFe Fri, 10 Apr 2020 21:53:36 GMT I'm working on a 2-day subset of the DA Value Stream Consultant workshop called Disciplined Agile for SAFe. Here's a list of main changes & additions: The goal is not coordination of teams but decoupling of teams Focus on creating a network of semi-autonomous, cross-functional te... The Disciplined Agile/FLEX 2-step Approach. Part IV of VI - When have small to medium size organizations with well-defined teams https://www.ProjectManagement.com/blog-post/63399/The-Disciplined-Agile-FLEX-2-step-Approach--Part-IV-of-VI---When-have-small-to-medium-size-organizations-with-well-defined-teams Wed, 08 Apr 2020 21:56:59 GMT The two biggest factors in getting to semi-autonomous, cross-functional teams are the current degree of existing cross-functionality and the level of dependency across the teams. This solution is when the organization has mostly cross-functional teams and has small to medium size projects. In thi... Why Disciplined Agile Uses Work in Process and not Work in Progress https://www.ProjectManagement.com/blog-post/63334/Why-Disciplined-Agile-Uses-Work-in-Process-and-not-Work-in-Progress Sun, 05 Apr 2020 16:08:32 GMT I like intention revealing names, that is, phrases or names of things that describe what they are referring to. There are currently two phrases for WIP. The more popular one is “work in progress” whereas the more accurate is “work in process.” This difference is not academic ... Why Disciplined Agile Provides Solutions Within the Context of Vision and Questions https://www.ProjectManagement.com/blog-post/63327/Why-Disciplined-Agile-Provides-Solutions-Within-the-Context-of-Vision-and-Questions Sat, 04 Apr 2020 14:57:13 GMT Imagine if MLK had said “I have a plan.” Think of the emotion that would stir. Or not. Consider this from the Brightline Initiative’s People Centered Transformation – “Organizations cannot change unless their people change, and most transformation efforts fail because o... The Disciplined Agile/FLEX 2-step Approach. Part II of VI - The Two Steps Required https://www.ProjectManagement.com/blog-post/63245/The-Disciplined-Agile-FLEX-2-step-Approach--Part-II-of-VI---The-Two-Steps-Required Tue, 31 Mar 2020 23:59:57 GMT The goal is semi-autonomous, self-organizing, cross-functional teams dedicated to a particular product or service.  Most companies require a two-step process to get to this network/hierarchy structure. They should be done in parallel or sequentially as appropriate (discussed in subsequent ...