It’s interesting to look at the US Republican Party presidential primaries as an incremental process and to contrast it with the incremental process at the heart of Agile software development.
It seems to me the main advantage of the series of primaries is that it reduces financial commitment and risk, allowing candidates to evaluate their progress through the process without committing to the full investment that a nation-wide “big bang” approach would need.
IndigoBlue has a long held view that incremental delivery, and the supporting incremental strategy, is core to the success of Agile management. This tenet is the basis for our governance framework and our approach to managing Agile at scale. Last week I was presented with an illustration of this in the shape of one of our customers that has recently piloted the use of Agile in their office in the States.
The definition of the word velocity as defined in a dictionary I just referenced is ‘speed in a given direction’. That has two important components and I am not convinced, that when used in an Agile context, both are always true.
I had the privilege of presenting a keynote at the Agile Business Conference last week "Delivering Agile in Government; Learning Lessons from the Commercial Sector", together with Jerrett Myer of the IfG (Institute for Government).
This post reflects a recent client meeting as recounted by a colleague consultant. The client has a multi-phase project delivering components of a membership system; the particular component under scrutiny in this post was specified to the supplier in 2009 and should have been delivered to plan in 2010.
The winner of the UK IT Industry IT Project Team of the Year gave a talk that I went to yesterday at the BCS. The project was the complete revamp of the London Borough of Southwark's website into a highly successful, fresh, engaging and efficient online channel.
There were a number of aspects of their approach that really resonated for me ...
Today there was an interesting case study on Pfizer in the Financial Times and in FT.com (link: FT Pfizer Case Study for those of you with access). It describes a middle manager who observed that excessive employee time was spent on routine tasks in Excel and PowerPoint as opposed to the specialist tasks for which they are employed, in this case research. Does this sound familiar?
“De minimis non curat lex - the law does not concern itself with trifles.” This phrase is often used in cases where an item is so insignificant that a court declines to make a judgement; or, by me, to dismiss a colleague’s certain victory in an argument, usually with an airy wave of the hand.
It is interesting that the law has codified something that most of us struggle with throughout our working lives. We are overwhelmed with trifling objects, often urgent and simple to address and so we allow ourselves to complete them and ignore the important, higher priority items.
Changing to a new website Content Management System (CMS) can be a daunting project, particularly as the move to a better CMS is likely to encourage all sorts of new exciting features.
The problem this can raise is that adding the CMS implementation to the new functionality comes to a large project, with all the potential for delays, etc.
So, how can this be best managed? Incrementally is the answer.
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We're often asked how we measure the success of an Agile adoption. In reality this is difficult. The definition of success is subjective and dependent upon the prevailing context, and there is often an absence of a baseline for measurement.