A stakeholder suddenly claims it doesn’t work as intended and therefore it’s a bug that requires immediate attention. What do you do? How do you treat bugs and incidents and change requests in agile teams?
To set up your organisation to succeed, Change should not be an after thought or purely a downstream actvity. It’s not a supporting service, it belongs in your agile teams.
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.
Agile IQ® is an effective way to measure agile culture. Overall, it’s an effective leading indicator of the changes to mindset, behaviour and culture that’s needed to ensure that your investment in your agile enterprise is on track to deliver the results you need.
Agile change management embraces as a set of principles that can help focus efforts on the most important activities, determined by customer value and stakeholder impact and outcomes
With uncertainty at an all time high, the response of many organisations in those early days was to batten down the hatches and the impact may be felt for many months to come. To survive through this, big up front planning will be out and pivoting to respond to change will be the new normal.
There is no Spotify agile model. But lots of people from Spotify keep talking about how their system of people and processes operates. It all
There are quite a few ideas circulating about what makes a good agile coach. Should they be a senior developer with excellent coding prowess? Do they need technical skills? Should they be something more? ZXM’s model is founded in contingency-based leadership and reinforces the need to take a product agnostic view, a non-software perspective, on how to support agile teams.
This presentation given at LAST 2014 (Melbourne, Australia) and Agile 2014 (Orlando, USA) outlines ZXM’s behavioural approach to changing culture to become more agile based on
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