Every business needs effective project management to fulfill its mission and goals, whether a small-town bakery or a tech giant at the forefront of innovation. Seamless project execution and the capacity to pivot quickly in response to market needs have become the foundation of long-term success.
Agile has lost its shine, “corporate agile” has stripped away all the fun, passion, excitement and learning. Adding Objectives and Key Results (OKRs) just makes it worse: a reinvention of top-down management by objective with added metrics to mislead and distort reality.
Agile transformations are difficult, and often simply fail. After all, change is usually disruptive. Even an organization that wants to embrace change can see mediocre results. The underlying causes vary from ignorance on how to transform, to full and hostile resistance.
Received business wisdom holds that clear lines of responsibility, and single points of accountability, are crucial to give Scrum team members clarity over their expectations; but doesn’t that sound a little too close to a mechanism for blaming people?
The goal of the book “Lean-Agile Software Development – Achieving Enterprise Agility” by Alan Shalloway, Guy Beaver and James R. Trott, is to propose a vision of Agile software development that goes behind the current practices, more specifically Scrum, to integrate the principles of Lean development.
Product metrics and key performance indicator(KPIs) have been getting increasingly more important and useful for Agile organizations that develop digital products. When done right, they can become an engine for product growth and inform great strategic and tactical decisions. When done wrong, they can lead to a huge amount of sunk resources and wasted time.
This article discusses the clarity of requirements for Agile software development and explains how you can use a four-step process for gathering them with the four levels of agile requirements.
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