The Agile Fluency Model Explained

The Agile Fluency Model (AFM) was first introduced in 2011–2012, by Jim Shore and Diana Larsen. Shore and Larsen recognized a problem back then which still persists today — there are far too many organizations where Agile transformations fail or at the very least do not provide the benefits that were expected when they started on their Agile journey. There is no right destination on the pathway to Agile Fluency. Investment at any point along the pathway to Agile Fluency can yield benefits.

Strategies for Implementing JIRA in the organization

"Our challenge is dealing with faux -agile"

"Faux-agile: agile that's just the name, but none of the practices and values in place. Ron Jeffries often refers to it as "Dark Agile", or specifically "Dark Scrum". This is actually even worse than just pretending to do agile, it's actively using the name "agile" against the basic principles of what we were trying to do, when we talked about doing this kind of work in the late 90s and at Snowbird." Martin Fowler.

How Microservices Aid Agile ?

"a Gartner study from 2016 found that approximately 68 percent of organizations were either investigating or developing a microservice architecture" At its core, microservice architecture involves developing software applications using smaller modular services rather than building software as one, large unified block of code called monoliths. Microservice architecture offers better agility in terms of deploying updates as and when required. Since microservices are loosely coupled, developers can add new features and upgrades without having to upgrade the entire system.

What are the Kanban Cadences?

"How does it happen that all living beings, from a single cell organism to a human body, know how to grow, adapt to an environment, simply keep living? Even if each cell is a complex and relatively independent piece of machinery, a synchronization at a higher level (tissues, organs) is achieved by receiving and processing external signals with senses and using internal biochemical feedback loops to assure alignment."

How to On boar a newly agile hire?

The process of  getting up to speed and becoming a new  team members is called  "On-boarding". There is a lot of verity over the on-boarding approach for agile teams and employees, and a lot to on-board  : culture, team process, team norms, project management , business , product relations , different roles and responsibilities. 

The Helicopter Manager will ruin your business

Helicopter managers hover, control and stunt growth, independent thinking and progress.These are the managers who make most or all of the decisions for their employees. helicopter managers mean well. But by micromanaging every aspect of people’s jobs, they stunt the growth and development of their employees. And in doing so, drastically limit what the organization as a whole can achieve.

Are OKR's Agile?

So although we have been using Agile/Lean mindset and processes tactically, we are still using waterfall mindset and processes for goal setting. This needs to change.
OKR (Objectives and Key Results) is a goal setting framework created by Intel and adopted by several Silicon Valley companies. OKR align the organization in incremental and iterative manner to its goals.

Using Scaled Agile Framework-style “big-room” Planning approach. HowTo.

The main deliverable in a SAFe big-room planning session is a Program Board, which is essentially a sprint-by-sprint breakout of the work for all of the teams in the Program Increment. It can depict dependencies and assumptions, but it’s basically the plan for the quarter (five two-week sprints or so). The plan would include the What — what we’re mean to build and why we’re building it — as well as the How — the technical approaches, working agreements and roles of the people doing the work.