Are you leading teams and want to make sure they are productive? There are many ways to do that. Many are doing it incorrectly.
Ah, holiday traditions. Christmas carols, Black Friday, Cyber Monday, fruit cake, egg nog, and change feeze. It’s that time of year again where companies everywhere stop allowing production changes.
I’ve been a software engineer for a while. When I had the opportunity several years ago to help uncover the core practices needed for continuous delivery, one of the things we needed to know was how to measure the outcomes.
If you don’t follow Dave Farley, co-author of Continuous Delivery, you’re missing out. In a recent conversation about the challenges of refactoring legacy code, one of the responses talked about when to resolve tech debt.
Scaling improvement is the siren song of every enterprise. Once we have a team that is able to deliver the outcomes we are looking for, the obvious next step is to define those best practices for the rest of the teams.
As organizations attempt to transform, they often focus on tooling or hiring “transformation consultants” as a silver bullet. However, tools are a small fraction of the problem and training teams to Scrum usually results in small, low-quality, waterfall projects.
So, you hired an “Agile Transformation” consulting company to advise executive leadership and you’re “Agile” now. Leadership attended a week-long class on “Agile”, teams took a two day class about Scrum being The Way.
Using Delivery Constraints to Drive Improvement Accelerating delivery is a key strategic initiative for any company wishing to remain relevant with today’s rate of change.