Great new video about Kanban by Michael Badali. This is the third video in a regular series:
Agile Advice was started in 2005. In ten years, we have published over 850 articles (an average of just about 2 per week!). Here are some collections of the ten “best” articles. I hope you enjoy looking back at (or discovering for the first time!) some of the things that have made this such a great joy for me.
Ten Most Popular Agile Advice Articles
- How Two Hours Can Waste Two Weeks (75,000+ visits)
- The Seven Core Practices of Agile Work (25,000+ visits)
- Eight Barriers to Effective Listening (17,000+ visits)
- Seven Essential Teamwork Skills (17,000+ visits)
- 24 Common Scrum Pitfalls Summarized (15,000+ visits)
- Mentoring and Coaching: What is the Difference? (14,000+ visits)
- Wideband Delphi Estimation Technique (14,000+ visits)
- The Pros and Cons of Short Iterations (13,000+ visits)
- Three Concepts of Value Stream Mapping (13,000+ visits)
- Agile Work and the PMBoK Definition of Project (11,000+ visits)
Ten Most Commented Upon Agile Advice Articles
- 24 Common Scrum Pitfalls Summarized (19 comments)
- Agile Becomes Easier with Useful Tools (12 comments)
- Important Words about Scrum and Tools (9 comments)
- The Skills Matrix and Performance Evaluation on Agile Teams (9 comments)
- The Definition of Done is Badly Named (8 comments)
- How Two Hours Can Waste Two Weeks (7 comments)
- Agile is Not Communism (7 comments)
- Agile Tools vs. Agile Books (6 comments)
- The Decline and Fall of Agile and How Scrum Makes it Hurt More (5 comments)
- The Planning Game: an Estimation Method for Agile Teams (5 comments)
I also want to acknowledge that there are a number of other contributors to Agile Advice besides me (Mishkin). These contributors are all experts, all have great experiences, and all are fantastic people to know. I’m grateful for their contributions since they have all made Agile Advice a better place to browse!
Five Most Frequent Contributors (of Articles, besides Mishkin)
- Paul Heidema (34 articles)
- Travis Birch (24 articles)
- Christian Gruber (19 articles)
- Mike Caspar (16 articles)
- Shabnam Tashakour (13 articles)
Plans for the Future – Five Top Ideas for Series
- Essays on each of the Values and Principles of the Agile Manifesto
- Summary articles of several Agile methods including Scrum, OpenAgile, Kanban, Crystal, XP, and others
- Real Agility Program case studies
- Reviews of other scaling / enterprise Agile frameworks such as Disciplined Agile Delivery, Large Scale Scrum, Enterprise Scrum
- New guest articles from thought and practice leaders.
Myself, Paul Heidema and a few other people we work with have now participated in several assessments of organizations who are either looking at adopting agile methods or improving existing use of agile methods. We have developed several tools for running these assessments. The following things are critical to the assessment process and the results we get:
The success of an agile transformation is primarily driven by connection that transformation makes with the existing culture of the organization. We know that doing an agile transformation includes cultural changes. The critical piece is understanding the culture so that you can determine what in the culture supports agility and what in the culture is going to hinder agility. A culture that focuses on individual accomplishment and freedom will not support agility well, while a culture that supports doing the best possible thing for customers will support agility. Of course, any given organization will have a mix of cultural aspects that both support and hinder agility. There are a number of methods for examining culture including an excellent corporate culture workshop described in the book “The Corporate Culture Survival Guide” by Edgar Schein.
Value Stream Mapping
A high level value stream map is an excellent tool for identifying both an overall need for improvement by making the current state of affairs visible, as well as pinpointing where big improvements can be made quickly. More often than not, when we do an assessment for an organization, we are finding that the efficiency of their process is at about 20-30%… in other words, 70-80% of all effort is expended on wasteful activities. This level of waste is often surprising for stakeholders. And of course, making that level of waste visible is a large motivator for the kind of continuous improvement that agile methods such as OpenAgile and Scrum make possible.
Of course, even if an organization is not doing agile officially, there are often existing practices that can be considered part of the overall umbrella of agile. A comprehensive assessment that rates a team’s or an organization’s level of use of agile practices gives a good picture at a very practical level of what things you can build upon. For change to be successful, a significant factor is to tie new practices to existing practices. This is a great way to do this. There are lots of lists available of agile practices. We publish one fairly comprehensive list of agile practices on the Berteig Consulting site (it’s near the bottom of the linked page).
There are of course many other things that are done during an assessment, but these three form an effective foundation for any agile transformation plan.