Scaling: Local vs Full Vertical scaling

It’s funny, isn’t it? Everybody is still talking about ‘scaling agile’. A whole industry has been created on the premise that large companies need process structures to help them manage pushing very large projects through huge sets of development teams. Luckily, the DevOps movement (and the continuous delivery movement, I’m not sure they’re really separate) … Continue reading Scaling: Local vs Full Vertical scaling

Extending the Goal in Scrum

In his post "The Goal in Scrum", Ron Jeffries makes the case for having a proper, higher-level-than-stories, Sprint Goal. As he says: This is better, because it allows the wisdom and knowledge of the team to be fully exercised, and because it keeps focus on “what” is needed more than on just how it is to … Continue reading Extending the Goal in Scrum

From Here to Continuous Delivery

Situation Normal There's a clear pattern for software development. A pattern of lost opportunity. In most, if not all, places where I'm called in the base question deals with the inability to deliver. Management sees that the plans they have are simply not going to be realised. Business opportunities are lost waiting. Waiting for the … Continue reading From Here to Continuous Delivery

Scaling Agile with Set-Based Design

I wrote a while back about set-based design, and just recently about a way to frame scaling Agile as a mostly technical consideration. In this post I want to continue with those themes, combining them in a model for scaled agile for production and research. Scale In the previous post, we found that we can … Continue reading Scaling Agile with Set-Based Design

Show me the money!

Change processes are difficult to do. Most of them fail to have the intended results. The reasons for that can be many, of course. There is one, though, that is of particular interest to me today.  “It is difficult to get a man to understand something, when his salary depends on his not understanding it.” … Continue reading Show me the money!

Actionable Metrics at Organizational Scale

I recently chaired a session on 'Going from company vision to Actionable Metrics' at the Stoos Stampede conference in Amsterdam. In that session I tried to show some ideas on making the link from an overall company vision, through different approaches to achieve that vision, to concrete actionable metrics allowing teams within a company to … Continue reading Actionable Metrics at Organizational Scale

On Effect Mapping and Pirate Metrics

During the Specification by Example training I talked about recently, Gojko Adzic introduced me to Effect Mapping. He's writing a more extensive booklet on the subject, of which he's released a beta here. I think this is an excellent tool for exploring goals, opportunities and possible features. It can be used as a tool to … Continue reading On Effect Mapping and Pirate Metrics

The Strategic Inflection Point as a Special Case Pivot

I've noticed that I very regularly get people visiting my blog through a Google search for the term 'Strategic Inflection Point'. Since that term has some very direct connections to other concepts I've been learning about, I thought I'd give some detail on Strategic Inflection Points, and their relation to the Lean Startup ideas of Pivots and … Continue reading The Strategic Inflection Point as a Special Case Pivot