The Agile Blog provides advice, commentary, and resources for those of you seeking to advance your Agile practices or make the case for greater agility within your organization. Check out some of our favorite entries by visiting the top posts page, and be sure to subscribe by RSS feed or email to keep up to date.

Busting 6 Common Myths About Agile

As agile has grown in popularity, so have the misconceptions about it. In a recent introduction to agile webinar we asked our audience which of these common myths they’d encountered — here’s what they said:

Do any of these look familiar to you? Let’s dive into these a bit and separate truth from fiction.

7 Problems You'll Fix with Big Room Planning

Question: Which of these 7 things are eating your budget?

  1. Dependencies that block. Forces beyond your control are wagging your work.
  2. Risks that explode. External or internal, visible or not, you didn’t account for these.
  3. Unrealistic plans. Your roadmap may look good on paper, but it’ll never happen.
  4. Lack of commitment. Without a realistic plan, teams won’t believe they can get ‘er done.

Customer Spotlight: Elekta

Occasional stories about Rally customers who are doing cool and interesting things.

Elekta develops clinical solutions for treating cancer and brain disorders, and yes — the technologies are as powerful and sophisticated as you might expect. The systems require an enormous effort behind the scenes to maintain and integrate, not to mention the constant drive toward innovation.

Discover Agile: A New Way to Work

In an interview with SD Times a few days ago (“Don’t do agile, be agile”), Rally VP of Engineering and former agile coach Ryan Polk called out what is, for many companies, the elephant in the room: if you’re not seeing the results you’d hoped for with agile, you might be doing it wrong.

Lead the Change: Learn to Drive an Agile Transformation

Posted by Rally in Agile

Isn’t it fun to think about a future that includes driverless cars? The technology behind them is pretty impressive, but it isn’t quite where it needs to be to take over for humans. And in the meantime, we humans continue to be fallible creatures. We need instruction and practice to drive well, and even then, we sometimes get off-course or hit obstacles along the way.  

Swisscom: Disrupting the TV Industry with Agile

Chances are, you or someone you know has “cut the cord” recently — canceled your cable TV subscription service in favor of the alternatives, like a set-top box, rabbit ears, streaming services such as Netflix and Hulu, or Internet-delivered media. Here in the United States, one survey found that more than eight percent of cable TV subscribers had cut the cord last year.

Decisions in Progress and 20,000 Reasons You Should Care

At a large big room planning (BRP) event run by one of our customers recently, between 400 and 500 people spent two days planning their next 12 weeks of work. The stakes were high, as the health care product they are racing their competitors to deliver must go live by January 1st.

Run, Don't Walk, to Scale Agile

Posted by Rally in Agile

Rally customers have always been front and center at RallyON conferences — filling the audience and the speaking agenda with their experiences, knowledge, and ideas. But at this year's RallyON 2015 conference, our customers were so engaged they nearly blew up the conference app.

The Rookie vs. the Veteran: How to Take Agile to the Next Level

How does a 120-year-old insurance company get more value out of its agile transformation in 2 years than a high-tech company that’s been practicing agile for 14 years? Well, it has something to do with bad habits that form when organizations don’t scale agile beyond the team level. Or they coordinate work to include the business and program management roles but don’t focus on best practices and continuous improvement to maintain results.

Here are some common traps organizations can fall into around team-level agile:

12 Failure Modes in Agile Transformation: Congruency

Posted by Jean Tabaka in Agile

To this point, I’ve covered topics around failure in leadership and failure in workflow. It’s now time to dig a bit deeper into the question, How does your organization “show up?" That is, What’s the overall sense of how people take ownership for their behavior in the transformation? What healthy alignments emerge among the teams?


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