Agile Planning Cadence
Agile portfolios operate on quarterly cycles. Every quarter, new planning cycles considers investment to fund new value development.
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.
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”.Â
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?
Evolving the Agile Organisation
Evolving the Agile Organization includes concepts and tools for measuring and enabling business agility
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.
