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Essence

Agile Team work

We must work as a team! Teamwork is critical! There’s no ‘I’ in team!

We must work as a team! Teamwork is critical! There’s no ‘I’ in team!

These mantras are plentiful and many Agilists believe that success at the team level is the foundation to success at the organizational level. But what does it really mean to work as team and is there a common recipe to build and grow a successful agile team? Agile believes in principles before practices and in multi-disciplined, self-organizing teams. All teams need direction and guidance, but with an agile approach no one should be telling the team how to do their job. Teams need to be empowered to make choices rather than be told exactly what to do. But sometimes things can start to unravel and too much time and energy can be wasted arguing about the basics. You can forget about scaling agile if your team is unable to clearly demonstrate the value of agile at the team level.

But, get the basics right at the team level and engaged, highly motivated, cross-functional teams of teams can follow.

Munich Re

Essence provided a common view of their application development process.

Fujitsu

"The outcome was a triumph, and was extremely effective in achieving our ambitious goals."

Assess the Health of this Critical Capability

Key to realizing benefits from agile is strong customer representation through empowered Product Ownership – to guide the team in delivering a solution that maximizes end-user value. Our Product Ownership Health Check provides a simple but powerful tool to assess the health of this critical capability, and highlight remedial actions and improvement opportunities.

Team Work

The software development industry is a revolving door of information and technology. New and innovative solutions are being executed every day. As the Industrial Internet continues to flourish, there must be solutions to the growing need for empowerment within software teams.

The solution may be as simple as creating a common ground that facilitates both vocabulary for practice definition and a framework for the assembly and analysis of methods.

RedHat_Essence_Berlin

WE HAVE DIFFERENT WAYS TO DO THINGS AND THAT'S OK!

Presentation & Speaking Notes - Ed Seymour, Cloud Domain Architect from Red Hat looks at how SEMAT helps Red Hat manage an assortment of approaches when working with varied and disparate clients; how it provides a consistent view across all projects irrespective of the approach taken, even if SEMAT was not considered during project initiation. Furthermore, he looks at how SEMAT is helping Red Hat patch the holes in existing approaches, and providing a framework for developing new practices to support evolving techniques, and emerging technologies.

Fujitsu-Essence-Berlin

USING ESSENCE TO DELIVER TOGETHER - PRACTICAL EXPERIENCE AT FUJITSU

Presentation & Speaking Notes - Ste Nadin, Chief Architect, Business and Application Services at Fujitsu Services presented at Essence in Practice an OMG Special Meeting in Berlin, June 2015. Nadin explores how Essence has been used at Fujitsu for successful delivery of end to end customer solutions.

24 Questions: SEMAT and Essence

The Why's, What's and How's to See the Difference

Written by Dr. Ivar Jacobson, Paul E. McMahon and Roland Racko

Over the years, collective experience of the authors has revealed many questions on the SEMAT and Essence initiative. To bring clarity of the initiative to our readers, the authors have answered 24 of the most common questions.

Industrial Scale Agile White Paper

Reproducing the Successes of Agile Ways of Working at Ever Increasing Scales

Industrial-scale agile means that agile at any-and-every scale is business-as-usual for an organization, across its entire portfolio, and that this capability is continuously sustained and strengthened. This paper examines two leading frameworks that provide guidance on how to achieve success within this kind of “complexity at scale” challenge space - David Snowden’s Cynefin framework and Max Boisot’s I-Space framework.

Asian Telecommunications Manufacturer

Scaling Agile to 1200 people with reduction of delivery cycle time from 3 months to 1 month.

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