The Coaching blog focuses on Agile with an emphasis on helping organizations turn Agile principals into successful Agile practices. The blog contains posts from across Rally's Coaching, Services, and Technical Account Manager teams.
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.
Getting onboard with Agile methods across your organization is no small task. To do it well requires knowledge, culture change, and practice — lots of practice — at all levels.
Rally is fortunate to have some of the most experienced practitioners in the industry. Their broad experience working onsite with customers and their deep knowledge of Agile practices, organizational culture, and human behavior only excites in them a deeper curiosity and eagerness to learn. As you can imagine, this makes them great advice-givers and storytellers!
In light of the discussion over at kanbandev about the feasibility of how SAFe’s WiP limiting approaches work at the portfolio level, there are few nuances that are important to understand. (I've included references below for more information at the Scaled Agile Inc. website, and more information can also be found in the portfolio module of the course materials.)
Our coaching team is having a bit of an internal discussion about the role of PI (Program Increment) Objectives and their importance, and this debate has touched on the nature of Agile Release Trains themselves. I’ve put a lot of thought into this and I feel that organizations are wasting some of the deeper power of SAFe® when misusing them, so I thought I'd share some opinions here.
2012 was a busy year on the Rally Blogs! Check out this top ten list of our most popular posts that received thousands of views – an eclectic mix of topics including engineering code snippets, strategic agile leadership advice, Rally software product tips, and insights for how to scale agile across the enterprise. Enjoy!
As I wrote recently about some Rallying adventures, I get to work on some exciting projects. A recent one is the “Agile for Business” book which is being put together in an iterative and incremental manner.
When I talk with customers about their Agile adoptions, one challenge that comes up repeatedly is “middle management”. What is their role? How does management change in a self-organizing and team-based environment? Will they participate in the Agile transformation? Or will they subvert it?