Context: It takes us time to decide to fix problems, and we let some problems fester because we don’t want to get anywhere near them. When we are on a team, we can blame someone or something else for a problem, and often do. We might blame our own permanent flaws for a problem, feeling guilty. None of this blaming seems to fix anything, but we stick to our comfort zone. Pitching in to fix problems can associate us with the problem and put us in danger. It might be a tar baby.
We delay improvement by avoiding responsibility, leaving problems unresolved…
Creative organizations, teams and leaders often encounter problems, as they explore new frontiers.
Seeking to prevent a problem’s recurrence, our biases may lead to a dysfunctional “fix”…
Context: We can study others who succeed, imitate their activities and gain their skills. But these activities create nothing new. Once we have reached their capabilities, how do we know if we’ve improved?
When we try to create new value in new economies, plans can’t guarantee success …
Join Dan Greening for a conversation on Agile Leadership Patterns on June 17, 2015 at 6:00pm in Santa Barbara, California. Remote participants can join the meeting online. Dan first used and researched Scrum and agile methods at Citrix Online, several of his publications discuss practices and data from that early work. Now, Dan has distilled our understanding of agility into a small set of practices: if you do them, you’re agile; if you don’t, you’re not.
Please register and mark your calendar!
While agile has zealots, it is not a religion. Agile is a scientific method that converts economic chaos to profit.
Enterprises often have lots of time-sensitive opportunities and insufficient skilled or creative people (called “developers” in this pattern) to do everything.
Problem: Stakeholder competition distracts creative people, interferes with profitable work and creates office politics …
Something is Wrong, It Must Be Agile
To sustain rapid adaptation and innovation, we need good agile managers. But management talent is rare, and agile management talent even rarer.
Danger lurks when executives and managers don’t understand agile. You can tell when managers don’t understand agile: they don’t use it themselves. Agile methods, Scrum particularly, are perfect for managing creative teams, including management teams planning and executing strategy (see Strategy Scrum Teams). [suth2014]
White House Situation Room discussing mission against Osama bin Laden
Management teams can use Strategy Scrum to manage themselves and more effectively finish important work. It creates greater resiliency, a more collaborative culture and deeper agile understanding, which helps their Scrum development teams succeed.
Iterations of the Light Bulb: Slow Motion Agility?
The strongest, most resilient agile entities (organizations, teams, individuals) follow 5 progressive agile base patterns. To assess your agility, ask how well you follow those patterns. To stay agile, follow the agile base patterns indefinitely. Continue reading
The Agile/Lean track at HICSS has hosted some of the most interesting papers and influential thinkers on agile, lean and Scrum. We’d like you to hang out with us January 5-8, 2016 in Kauai, Hawaii, USA. You must submit a 10-page IEEE standard format paper by June 15, 2015. Did we mention it’s in Hawaii? Get writing!
Software delivery lead time often follows a Weibull distribution