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Agile IQ®

Sprinting

Key Behaviour. Primary Factor.

Overview

Working in a cadence of rapid, short work cycles, is key to receiving fast feedback to learn, innovate, and pivot to change.

Enterprise-level Sprinting

Enterprises use longer cycles of work to inspect and adapt larger strategic initiatives and operational tactics.

planning horizons the flame

Team-level Sprinting

Teams use the structure of agile frameworks, like Scrum, to provide guardrails for Sprinting. At the team-level, two cycles work together to understand customer value and deliver: “pay to learn” and “pay to build”. 

pay to learn pay to build sprint cycle

In this way, agile teams undertake continuous discovery as well as continuous integration and release. This helps them, under the direction of the Product Owner, to maintain a focus on the customer and value.

What influences stronger sprinting behaviour?

Agile Planning Cadence

Agile portfolios operate on quarterly cycles. Every quarter, new planning cycles considers investment to fund new value development.

Evolving the Agile Organisation

Agile IQ® Evolving the Agile Organisation Influencing Behaviour. Secondary Factor. Overview In agile organisations, managers participate in agile leadership teams

Optimising Flow

From investments top-down from Lean-Agile portfolio through to team-level delivery an organisaiton must understand its value stream.

Organisational Agility

Traditional organisations are often structured hierachies. Complex problems require a different way of organising the enterprise.

Product Backlog Management

The Product Backlog, whether at portfolio, program, or team-level, must be transparent and prioritised by value.

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