This link was seen on a scrum-toronto list, referring to an e-book called Stealth Methodology Adoption. The title is brilliant, and reflects, in my view, a significant means of adoption of Agile technologies at this point in the maturity of this market.
Queues of work form at three types of levels in an agile organization.
At the largest level is the project portfolio. The queue for this level contains all the projects that are not yet being actively worked upon by project teams.
At the intermediate level is the backlog of project functionality. The queue for this level contains packages of business function or infrastructure components necessary to implement business function. These packages are selected by a project team to fit into a single iteration.
The packages in turn are also elements in a queue. This smallest level of queue contains individual tasks required to implement all the business function and infrastructure that make up a selected package of work. The team members select tasks off this queue based on priority and dependencies.
In many agile methods, the queue management approach is fairly explicit at the intermediate and small levels. However, very little is said about the largest level. Some organizations have solved this by limiting the size of projects:
To be successful, high-tech CIOs recommend biting off projects in small chunks…. Gregoire notes that Dell is growing so fast that at the end of an 18-month project, the company would be significantly different from when it began. “A project has to take less than six months [to complete]. That’s the only way we can make sure [it stays] with the business,” he says. (http://www.cio.com/archive/120198/tech.html)
Four weeks ago my wife, Melanie, reviewed a paper I was writing about Agile Work. When I talked to her about it, she asked me why we aren’t using these practices for managing our household.
The online CIO Insight has a great article/interview about a forthcoming book: “The World Is Flat: A Brief History of the Twenty-First Century”. Choice quote:
What I am trying to do is say that something important really is happening. The value-creation model is moving away from a vertical silo model to an increasingly collaborative horizontal model, from command and control to collaborate and connect, and that’s going to change everything.
This comment alone is a fairly close hit at the essense of Agile Work. The rest of the article is very interesting and touches on many topics of interest relating to globalization, business, information technology, outsourcing and politics.
There is an interesting article at The Economist also about this book. It is very critical.
At this time, the word “agile” is often associated with software development. Many web sites and resources about agility have this focus (see www.agilealliance.org). However, the concepts and practices that are focused on software (see www.agilemanifesto.org, www.extremeprogramming.org, www.controlchaos.com), are also in use to various degrees under various names in other fields: Lean Manufacturing, Just-in-Time Logistics, The Scientific Method, Creative Problems Solving, and Organizational Learning, among others. Agile Advice and it’s sister web site (AgileMasters.com) aim to bring the notion of agility to all types of work: Agile Work.
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Agile Advice aims to be practical, useful, and relevant on one hand, and exploratory, thought-provoking, and ground-breaking on the other hand. With that in mind, entries in the Agile Advice blog will fall under five categories: Agile Work Practice, Agile Work Theory, Agile Work Stories, Interesting Stuff, and Announcements. We will also be open to any suggestions, criticisms, or questions about the work we do here. Please feel free to contact us at firstname.lastname@example.org.