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.
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?
I live in Brighton, on the south coast of the UK, about 50 miles from London. This means that I regularly catch the train for meetings or engagements “in town”. When making the journey, I always look at the timetable. Trains only run every 30-60 minutes, so if I get the timing wrong, then I’m most likely left hanging around at the station. Not a great use of time, especially with the typical British weather. When I get into London and need to catch the tube somewhere, however, it’s a different story.