How does a Scaled Agile Framework® (SAFe) Transformation stick and sustain? An important key to success is having communicative leaders who commit to organizational culture change. While this commitment is best obtained from the C-suite or VPs early in the sales cycle, it is also the hardest. SAFe Transformations tend to start and stop in the IT department, where the primary goal is to produce a faster software development lifecycle.
All politics about fake news aside (PLEASE!), I’ve heard a growing number of reports, sighs and cries about Fake Agile. It’s frustrating when people just don’t get it, especially when they think they do. We can point fingers and vilify those who think differently—or we can try to understand why this “us vs them” mindset is splintering the Agile community. After all, isn’t that what a true Agilist would do: take an empirical and collaborative approach?
...Because the world is moving too fast not to be Agile!
At the XP 2002 Conference, The Standish Group showcased their study of how often features were used in a typical system. According to the results, features were used “often” or “always” only 20% of the time. 15 years later in 2017, after the software development world had largely embraced incremental delivery methods, the Standish Group conducted the same study again. The result? Still only 20% of features were used “often." There was little to no significant change.
Have you ever said a word to someone, let’s say “puppy,” and got a positive reaction from one person, and a negative reaction from someone else? Why is that? It’s the same word! It turns out there are two types of meanings to words, and it’s the second type that makes all the difference in the world.
As Agile Coaches we are constantly faced with the responsibility of training, mentoring, facilitating, and coaching. I’m going to suggest that coaching is about raising awareness in an organization, with clients who are whole and well. The client has everything they need to accomplish what they desire. As their coach, we are helping them expand their awareness in a way and at a rate they can fully accept. Each client will develop their own path forward.
Agile is disciplined; not reckless.
There have been many trends throughout the history of software development, and very few constants. One such constant is the belief that IT is special and needs to be treated differently. And because IT needs to be treated differently, you need a special department that interfaces with IT and makes sure that everything runs smoothly. This has led to IT and Business being managed in separate silos, and collaboration being forced by Program Management Offices (PMOs). If you’re familiar with this dynamic, you may appreciate the quagmire of approvals, gates, and checks that must be navigated to successfully accomplish anything.
Topics: Business Agility
Agile is disciplined, not reckless.
If you've ever worked for an organization that has hired an external vendor, you may have noticed challenges with vendor management, including projects being delivered over budget, behind schedule, and sometimes obsolete or irrelevant after market-conditions changed during development. These challenges are especially common for Agile companies working with software vendors that primarily run Waterfall projects and teams.
Topics: Business Agility