It would be great if training in the virtual world were as simple as training in person, but it’s not. As workplaces transitioned to working remotely, we had to rapidly pivot and work out how to deliver virtual training but also keep the vibe of interaction and discussion that makes face to face (F2F) sessions so valuable.
How do executives ensure their agile teams remain productive and how do you create a culture that can pivot and adapt to meet market changes? How to create the measures to help you steer when the speed of change is rapid and understand the leading indicators to track to reduce your risk profile.
The Retrospective is one of five events in Scrum. It’s purpose is to inspect the whole Scrum Team from the perspective of people, process and tools, and then adapt the way the whole team works (including the Product Owner).
Why do traditional, waterfall style projects fail? Some claim its a requirements problem and point to the need for more planning, user research, and design. The truth is we’re not looking at the problem the right way and complex environments require a different way to collecting information and delivering using that knowledge.
Traditional Change Management’s linear approach exacerbates the steepness of the change curve and leads to a “Productivity Dip” as it attempts to manage risk through upfront planning. Agile Change Management addresses this dip by iterative customer feedback to focus efforts on the most important activities, determined by customer value and stakeholder impact and outcomes
What is an agile culture? How do you recognise an agile enterprise – one that’s gone through a true digital transformation? Some would point to post-it notes, others would highlight the dedicated team spaces decorated in their team symbols. Others would point to the posters around the office, heralding innovation. Unfortunately, these won’t make you agile.
To be effective, agile coaches require deep, applied expertise and experience across multiple organisations, multiple projects and industries. As the organsiation scales, the Agile Coaching Development Pathway shows the focus of the role as it scales to more responsibilities beyond being a coach of a single team and provides guidance on what knowledge and experience is required to be an Enterprise Coach.
How do you make Design Thinking, Lean UX, and Agile work together. Sprint 0? Design Sprints? Upfront design and planning tends to delay the delivery of value, so there must be a better way to use Scrum but also engage in discovery work at the same time without devolving into parallel design work. Integrating design, user research, and experimentation into Sprints is the key.
Sharing patterns and practices and driving consistency across the organisation is key to building an organsiationational capability however eventually when we as external consultanst leave, there is always the risk that the organisation will just spring back to their old ways of working. So we set up ZXM Agile Academy to build enduring internal capability.
The Sprint Review is one of five events in Scrum. It’s purpose is to inspect the Increment of work, get feedback, and then adapt the Product Backlog. And while many people refer to the Sprint Review as the “demo” or “showcase”, this is only one aspect of the Sprint Review.
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