Can you formalize your processes and still maintain an Agile culture? More specifically, can Agile principles coexist alongside a Capability Maturity Model Integration program? Here is how once organization has embraced both its CMMI journey and Agile ways to achieve new levels of success.
The process of refining requirements to the point that they are ready to be worked upon is known as ‘backlog grooming.’ But this task accomplishes more than clarifying requirements; it informs stakeholders, contributes to the project plan, and reinforces Agile principles in general. Here’s guidance on how and when it should be done.
Agile transformations tend to focus on teaching team members new approaches and behaviors, neglecting to address how managers must also change. But even with self-organizing teams, managers have a crucial role to play and need some guidance to do it right, says Ron Lichty, technology leader and author of Managing the Unmanageable. [23:47]
Small teams are more productive than large teams but they can’t deliver large projects alone, so organizations need to improve collaboration among distributed teams, says Luke Hohmann. He uses visual and virtual games to spark innovation, align values and solve “enduring problems.” [17:30]
Timothy Gallwey's seminal 1974 work "The Inner Game of Tennis" showed that quieting mental interference can unlock higher performance — more so than sheer effort. Russell Healy, creator of a popular Kanban game and now a new work management tool, says Kanban can help knowledge workers minimize distraction and focus attention. [10:30]
David Anderson discusses this week’s Modern Management Methods conference in San Francisco, which focused on helping executives and managers make better decisions in the face of 21st Century complexity and uncertainty, including tracks and interactive workshops on Lean, Kanban, risk and more. [16:30]
Many organizations struggle with experimentation and focus too much on processes over outcomes, says David Bland who works with companies that want to act more like lean startups. He helps them "build things that matter" through customer development practices that unpack the value proposition for users, buyers and deciders. [14:45]
We need more options and fewer commitments, says Jabe Bloom, who helps organizations be more agile in their decision-making through Real Options Theory. It requires engaging with uncertainty, creating and keeping options open as long as possible, and then figuring out the optimal moment to choose. [23:30]
The higher levels of an organization often struggle to keep track of the work they direct. A different set of obligations keeps them out of the day-to-day work and challenges project teams face. When adopting Agile, this gap can become even larger due to a separation of leadership values from team values.
Kanban coach Frank Vega says lean-agile principles are applicable beyond the software context, and he is helping a growing number of project leaders and teams tweak their roles as they use Kanban to improve how they measure and manage workflows in their specific domains. [10:45]