Skip to main content

Embracing Agile by Darrell K. Rigby,Jeff Sutherland and Hirotaka Takeuchi

Agile innovation methods have revolutionized information technology. Over the past 25 to 30 years they have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of IT teams.
Now agile methodologies—which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management—are spreading across a broad range of industries and functions and even into the C-suite. National Public Radio employs agile methods to create new programming. John Deere uses them to develop new machines, and Saab to produce new fighter jets. Intronis, a leader in cloud backup services, uses them in marketing. C.H. Robinson, a global third-party logistics provider, applies them in human resources. Mission Bell Winery uses them for everything from wine production to warehousing to running its senior leadership group. And GE relies on them to speed a much-publicized transition from 20th-century conglomerate to 21st-century “digital industrial company.” By taking people out of their functional silos and putting them in self-managed and customer-focused multidisciplinary teams, the agile approach is not only accelerating profitable growth but also helping to create a new generation of skilled general managers.
The spread of agile raises intriguing possibilities. What if a company could achieve positive returns with 50% more of its new-product introductions? What if marketing programs could generate 40% more customer inquiries? What if human resources could recruit 60% more of its highest-priority targets? What if twice as many workers were emotionally engaged in their jobs? Agile has brought these levels of improvement to IT. The opportunity in other parts of the company is substantial.


Popular posts from this blog

PDCA & SCRUM (or Agile); Why is it important?

The PDCA (Plan DO Check Act) cycle was made popular by Dr. W. Edwards Deming. This is a scientific cyclic process which can be used to improve the process (or product). This is cyclic in nature and usually time boxed.

This is the first stage of the process. During this step the team discusses the objectives, the process and the clear conditions of exit (conditions of acceptance). This stage sets the measurable and achievable goals for the team.

Team works together to achieve the objective set in the planning phase. Team works with the set of agreed process.

Once the implantation is done team regroups and verifies the output and compares it to the agreed conditions of acceptance decided during the planning phase. The deviation, if any, is noted down.

If any deviation in planned tasks is observed during the Check stage, a root cause analysis is conducted. Team brainstorms and identifies the changes required to prevent such deviations in future. Team also brainstorms idea…

What are the rules of scrum?

A relatively new person to scrum asked me this question last day. My answer to that person was yes. But really does the scrum have any rules? Scrum is a framework which helps us in developing software. It has very few rules and apart from those basic rules rest of them are guidelines like best practices.

Some of the rules 

The roles of Scrum
•Scrum Master -
•Product Owner
•Feature TeamThe PDCA cycle ( )  frequent communication about risks (daily)
•Plan – Sprint planning
•Do – Actual engineering sprint – deliver a potential shippable code
•Check – Sprint review
•Act – Retrospective 
The scrum guide @ will be a good guideline for teams/companies planning to start scrum. If you are following the recommendation in these then you are following scrum.
Apart from these rest of the ceremonies and artifacts are there…

Challenge best practice?

Idea of best practices is a seductive but dangerous trap. … The great danger in “best practices” is that the practice can get disconnected from its intent and its context and may acquire a ritual significance that is unrelated to its original purpose.

They also inhibit a “challenge everything” culture and continuous improvement—a pillar of lean thinking. Why would people challenge ‘best’?