How to successfully drive initiatives, objectives or opportunities that require several squads (or teams) to succeed? How to do this in a way that respects the agile mindset without falling into the command-and-control trap? Today, this problem is more complex than it seems. We’ve designed and built our squads for self-organization and autonomy in theContinue reading
Interview with Stephen Bungay on:
– What is the “Art of action” ?
– What is the differences/similarities to OKR’s?
– What organisational capabilities needs to be there, for alignment frameworks to really work?
Are you struggling with improving at a fast enough pace? Perhaps you started your Scaled Agile journey by applying SAFe, parts of SAFe, or maybe even LeSS. What I’ve found is that once companies have started to apply a certain model, which represents one school of thought. they fail (or struggle hard..) to evolve beyondContinue reading
Rigid detailed long-term plans, where progress is tracked based on consumed budgets, are in agile organizations quickly becoming a fading nostalgic memory of the past. They are replaced by forecasts and non-static roadmaps. Gather regularly in front of these visualizations and you will enable learning, sharing and trigger important conversations, resolve dependencies and invite to acts of servant leadership. Make your OKRs and Forecasts come alive!
In this blog I want to give examples of visualizations with accompanying recurring ceremonies. The visualization and accompanying ceremony enable sharing of progress and ensure that impediments and dependencies continuously are addressed and mitigated. It also turns the forecast into a conversation (as opposed to a fixed estimate captured in a project plan that is treated as a promise).
The core question the involved teams answer is:
“How confident do you feel that you will accomplish the Key Result before the end of this quarter?”Continue reading
Ser jag tillbaka på mina år som konsult och coach på Crisp har det skett en rätt stor förändring i vilka typer av uppdrag vi får. Många organisationer möter en allt mer föränderlig omvärld med snabbfotade kunder; är de inte nöjda med det utbud som organisationen levererar går det till en konkurrent i stället. Det räcker inte längre med att enskilda team fungerar bättre; hela organisationer behöver förbättras för att nödvändiga effekter skall skapas.
För att lyckas med förändringsarbetet behöver vi:
- Utgå från att organisationer är komplexa system vilket kräver en organisk förändring snarare än ett plandrivet och mekaniskt sådan.
- Genomför förändringen evolutionärt drivet genom de hinder som teamen upplever,
- Successivt forma den struktur och arbetssätt som just den specifika organisationen bäst behöver för att leverera värde.
How do you grow, innovate, and deliver – at the same time? AID (Audi’s unit for self-driving cars) uses Agile to build its organisation at the same pace as their product. We interviewed their CEO Karlheinz Wurm on why they have chosen to do so. We also sneaked in a question – how is itContinue reading
In the scaled Agile framework, one key role is the Release Train Engineer (RTE). But who should I look for to fill this role? What are the first few process improvements experienced RTE’s typically do? Yuval Yeret (AgileSparks) and Mattias Skarin (Crisp) took the time to discuss the traits of a good RTE.
What are the traits of a good RTE?
Yuval: The easy answer to this question is that you are looking for a Scrum master for a team of teams. Going beyond that, when it comes to specific traits, you are looking for someone who cares about process and improvements, someone who has the ability to orchestrate things. But at the same time, someone who also knows when to step back and let the teams organize themselves. A good RTE is a great communicator and can see and understand what is happening.
Mattias: Firstly, a good RTE should be a people person, someone you’d like to talk to and bounce ideas with. Someone who builds trust and energy with their presence. In essence, a good RTE is the Uber Scrum master across teams. Secondly, a good RTE is systematic and makes sure the process events are run and planned in advance. Thirdly, a good RTE should be a good problem solver.