Agile Transformation

Over the years a lot of articles have been questioning "Is Agility Dead?" Rather than another click-bait rants, what the situation needs is some sensible, reasoned thinking that gets beyond the observable symptoms and starts to ask why? This post looks at What is Agility?

Over the years a lot of articles have been questioning "Is Agility Dead?" Rather than another click-bait rants, what the situation needs is some sensible, reasoned thinking that gets beyond the observable symptoms and starts to ask why. The post looks at what has changed within the Agile Industry since the Manifesto was published in 2001.

Over the years a lot of articles have been questioning "Is Agility Dead?" Rather than another click-bait rants, what the situation needs is some sensible, reasoned thinking that gets beyond the observable symptoms and starts to ask why. There are a number of instances of high-profile agile initiatives being cancelled and the associated roles being made redundant by the organisations involved. General reason cited: We Just Don't See The Value

Over the years a lot of articles have been questioning "Is Agility Dead?" Rather than another click-bait rants, what the situation needs is some sensible, reasoned thinking that gets beyond the observable symptoms and starts to ask why. In this post we'll look to the future and explore some of the challenges the industry is about to face and the hope that: Won't AI Save Us?

Over the years a lot of articles have been questioning "Is Agility Dead?" Rather than another click-bait rants, what the situation needs is some sensible, reasoned thinking that gets beyond the observable symptoms and starts to ask why. Having explored the problem space in earlier posts, this post loops back and asks What Is The Problem?

Agile is becoming widespread across industries, but its adoption in hardware development has been slower compared to software. Many companies have embarked on Agile journeys, but not all have succeeded, and success often takes different forms. For hardware companies with no prior Agile exposure, understanding where to start can be challenging, especially considering the modest guidance available on the topic. This article provides a roadmap to guide you through a successful Agile transformation in hardware development.

Serious gaming to encourage and nurture an agile mindset, beyond just software and product delivery teams, using jargon-light agility cards.

The Square Kilometre Array (SKA) Observatory is of immense global consequence, with a mission to build and operate cutting edge radio telescopes that will transform our understanding of the universe. They are doing this by building an unprecedented number of receivers across multiple continents. The SKA is designed to observe radio emissions such as those radiating from neutral Hydrogen. Hydrogen is the most common element in the universe, spanning our planetary neighbours all the way out to the very early beginnings of our universe but is invisible at optical wavelengths. Studying its...

Welcome to the amalgamation of a short series of articles on crafting effective, well-formed objectives as part of the SAFe® Program Increment (PI) / Big Room Planning activity. We have seen a lot of confusion surrounding the use of PI objectives; confusion that often results in: Resistance to their use and; The production of poorly formed team objectives that appear to be completely redundant as they just list the Features being addressed. The first step to creating well-formed, useful objectives is for everyone to understand why they are so important. Covered in this document: Why do we need PI Objectives when we have Features? Writing good PI Objectives PI Objectives and the PI Planning Process PI Objectives Beyond PI Planning: Reaffirming and Monitoring Your Commitments  

Our industry loves a fad - and in particular, we love to discover the Next Big Thing in development approaches. Each time we are promised a new (or improved) framework or playbook that will solve all our problems, and that we should immediately roll out to all our teams. And each time, we end up disappointed, without the results promised or anticipated, needing to look for a new Next Big Thing to repeat the cycle. It doesn't have to be that way, and the alternative needn't be as scary as it may seem. And it isn't another big framework!