Koučing centar’s Post

🚀 Ever wondered why so many successful companies are going Agile? It's because Agile projects are 28% more successful than traditional approaches which is game-changing for businesses. Let me break down 5 powerful ways Agile is transforming how we build products: 1. ⚡️Speed Wins Agile development employs a sprint-based structure, allowing teams to deliver functional components quickly and frequently. This iterative approach accelerates the software development lifecycle, enabling businesses to launch products or features faster than competitors, thereby gaining a competitive edge and increasing potential ROI. 2. 🤝 Collaboration is King Agile methodologies provides a collaborative environment where stakeholders are actively involved throughout the development process. Regular feedback loops ensure that the project aligns closely with client expectations. Fun fact: Companies using Agile see 20-30% higher customer satisfaction! 3. 🔄 Embrace Change Agile is flexible in accepting changes even late in the devlopment process. It allows teams to respond swiftly to evolving market demands or client requirements. Agile let's you turn feedback into features. No more "but that's not in the plan" headaches! 4. ✅ Quality Through Testing By identifying and addressing issues early, teams can ensure a higher quality of output. This focus on continuous improvement results in more reliable software products that meet user needs effectively. Less technical debt Because nobody likes finding bugs in production! 5. 💰 Smart Risk Management Agile methodologies breaks projects into smaller, manageable increments. This approach allows for early identification of potential problems which reduces the likelihood of major setbacks later in the project Your CFO will thank you! Our proven Agile framework delivers exceptional results for clients through: 🖊 Two-week sprint cycles for rapid feature delivery 🖊Weekly client demonstrations of progress 🖊Dedicated Product Owner collaboration 🖊Real-time progress tracking and transparency (no more "it's complicated" project statuses) 🖊Flexible scope adjustment based on market feedback Recent Client Success Stories: ✓ Slashed time-to-market by 40% (Speed? Check!) ✓ Achieved 95% on-time delivery rate across projects (Yes, we're punctual like that!) ✓ Decreased development costs by 25% through efficient iteration ✓ Delivered 35% faster user feedback implementation ✓ Maintained 98% client satisfaction rate (We're not crying, you're crying!) The beauty of Agile isn't just in the methodology—it's in the mindset shift it creates across your entire organization. 🤔 Which of these Agile benefits have you found most valuable? Let us know in the comments! #Agile #AgileDevelopment #ProjectManagement #SoftwareDevelopment #ContinuousImprovement #CustomerSatisfaction #Collaboration #Innovation #BusinessSuccess #TechLeadership #LeanAgile #ProductDevelopment #RiskManagement #Sprints #IterativeDevelopment #QualityAssurance

🚀 𝗧𝗵𝗲 𝗘𝘃𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗼𝗳 𝗔𝗴𝗶𝗹𝗲 𝗠𝗲𝘁𝗵𝗼𝗱𝗼𝗹𝗼𝗴𝗶𝗲𝘀: 𝗗𝗿𝗶𝘃𝗶𝗻𝗴 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗶𝗻 𝗠𝗼𝗱𝗲𝗿𝗻 𝗪𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲𝘀 🚀 Agile methodologies have come a long way since the Agile Manifesto was introduced in 2001. Originally designed to improve software development, Agile’s impact has expanded to transform the way teams across various industries operate, innovate, and adapt to change. Here’s a look at the Agile journey:    𝗙𝗿𝗼𝗺 𝗔𝗴𝗶𝗹𝗲 𝗠𝗮𝗻𝗶𝗳𝗲𝘀𝘁𝗼 𝘁𝗼 𝗔𝗴𝗶𝗹𝗲 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 📜    Agile began as a set of principles focused on individuals and interactions, customer collaboration, and responding to change. Over the years, these values have become the foundation for Agile frameworks like Scrum, Kanban, Lean, and more. Many organizations are now embracing Agile Transformation, applying these principles across departments to boost flexibility and responsiveness.    𝗧𝗵𝗲 𝗥𝗶𝘀𝗲 𝗼𝗳 𝗔𝗴𝗶𝗹𝗲 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸𝘀 📊    As Agile grew, frameworks like Scrum and Kanban provided practical tools for managing iterative work cycles and team collaboration. These frameworks continue to evolve, integrating with DevOps practices and scaling models like SAFe (Scaled Agile Framework) and LeSS (Large-Scale Scrum) to help large organizations coordinate across multiple teams.    𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿-𝗖𝗲𝗻𝘁𝗿𝗶𝗰 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 🛠️    Agile focuses on delivering value quickly and incrementally, allowing companies to receive early feedback and improve their products continuously. This customer-centric approach fosters innovation, empowering businesses to stay competitive in fast-paced markets.    𝗔𝗴𝗶𝗹𝗲 𝗶𝗻 𝗡𝗼𝗻-𝗜𝗧 𝗗𝗼𝗺𝗮𝗶𝗻𝘀 🌐    Agile isn’t just for tech teams anymore. Marketing, HR, and even finance departments are embracing Agile practices to enhance productivity, transparency, and adaptability. This cross-functional adoption shows Agile’s flexibility and relevance beyond its original scope.    𝗥𝗲𝗺𝗼𝘁𝗲 𝗮𝗻𝗱 𝗛𝘆𝗯𝗿𝗶𝗱 𝗔𝗴𝗶𝗹𝗲 💻    The shift to remote and hybrid work has pushed Agile to adapt to distributed teams. Digital tools for collaboration, virtual stand-ups, and asynchronous communication methods are essential to ensure Agile principles thrive in this new environment.    𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗔𝗴𝗶𝗹𝗲: 𝗔𝗴𝗶𝗹𝗲 3.0 🔮    As Agile continues to evolve, concepts like Business Agility and Lean Portfolio Management are paving the way for “Agile 3.0,” a vision where entire organizations operate as agile, adaptive systems focused on delivering value. This transformation aligns company goals with customer outcomes, preparing businesses for a rapidly changing future. Agile’s evolution reflects a shift towards a culture of continuous learning, transparency, and flexibility, qualities essential for today’s dynamic business landscape. #AgileMethodology #Scrum #Kanban #AgileTransformation #BusinessAgility #Innovation #RemoteWork #TeamCollaboration

Is the world moving away from agile and towards agility? May be a silly question, perhaps it is confirmation bias, but it feels like there is a change in the air. It's a change I'm all for - I was presenting "Objective Agility" over 10 years ago. It might seem like a small semantic change to go from "agile" to "agility" but it is a change from "doing agile" to "having agility."From "means" to the "end", from "the way of doing things" to the "outcome." From "the way people work" to "what is the end result?" That is a good thing: by definition agile methods, and agile frameworks describe how to work. There is an assumption that if one works that way one will achieve "agility." There are different routes to agility, some look like Scrum, some like Kanban, others don't. When I introduce agile I start by asking: "What do you want agile to do for you?" With agility the answers are pre-defined: agility is both ability to move fast but also the ability change direction and manoeuvre with haste. In order to do that information is needed (learning), and that information needs to be acted on (decision making) - feedback loops. Maximising agility means pushing learning and decision making down to the lowest level and giving those who do the work authority and trusting them. This is where digital tools come in and is why digital transformation demand agility. Two forces driving this change. First is the expansion of agile beyond software development and into many other fields - as I've said before: digital tools spread the agile virus. As other fields - marketing, law, etc - adopt methods which were originally created for software engineering some tools need changing. Some tools work just the same, others need rethinking, and some don't work at all. I have seen Scrum forced on people not in software, who did not always work in teams, time sliced between different activities and who had to handle a lot of unplanned, urgent, work. The emphasis was on "doing agile" rather than "being agile". It was a mess. Applying agile away from software demands emphasis the outcome rather than the method. Second, agility puts the emphasis on the whole, that is, the wider context. That is to say, a team can be the most agile team ever but if the wider organization doesn't then agility is limited. The wider organization also needs to be able to hear the customer and adjust efforts: budgets, portfolio and other teams also need to work agile so the whole enterprise can have agility. #Agility over #agile might be semantics but it is an opportunity to change the emphasis: 1. Prioritise outcomes over methods 2. Embracing more variation in how teams work 3. It is not enough for teams to be agile, the wider enterprise needs to challenge how it works Agility is not binary, one might work agile or might not work agile, but agility is measured on a scale. How much agility does your company have? - it might be zero, it might be 10, it can always be more.

Today, I heard someone say, "We are moving towards an agnostic agile approach, where patterns are applied to unique circumstances rather than replicating pre-assembled pattern packages." Indeed, the journey of progress often resembles a dance—two steps forward, one step back. 🕺 Agnostic Agile is a compelling concept! It's akin to crafting a custom suit for each team, tailored to their distinctive needs. Gone are the days of one-size-fits-all; now, we integrate patterns into the context of our situations. Let's delve into this agile mosaic: Customization: Each team has its own distinct rhythm, akin to a fingerprint. While some may comfortably fit into established frameworks like Scrum, XP, or Kanban, most teams yearn for a custom-tailored approach that aligns with their specific context. It's comparable to selecting the perfect blend of spices for your curry—yielding a personalized and satisfying experience. Agile Values: These serve as our guiding beacon. Flexibility, incremental progress, and ongoing delivery form the core of Agile's allure. It flourishes in environments where uncertainty meets potential. Picture a jazz ensemble—marked by improvisation, rhythmic variation, and harmonious spontaneity. Principles: The Agile Principles are our digital era's commandments. Upon closer inspection, patterns emerge like stars in the night sky. Let's decipher: Value Delivery: Principles 1, 3, and 7 form a harmonious trio that emphasizes frequent delivery of valuable software. They resonate with the Agile Value of prioritizing working software over extensive documentation. Adaptation: Principles 2 and 12 are the champions of change. They groove to the Agile Values of embracing change over rigid planning and favoring customer collaboration over strict contract terms. They are the ultimate adaptors. Collaboration: Principles 4, 6, and 11 form a collaborative trio. They dance with the Agile Values that place individuals and interactions above processes and tools. The spotlight shines on customer collaboration—a performance worthy of applause. Leadership: The remaining principles guide us in fostering environments where motivated individuals can thrive, promoting sustainable development practices and maintaining simplicity. They underscore the importance of face-to-face conversations and reflect on how teams can self-organize to create architectures, requirements, and designs. So, my agile friend, let's dance—step by step, pattern by pattern. And for those who cling to the Scrum Guide, let them waltz—it's their rhythm. Happy Friday, where every move counts! #happyfriday #scrum #agile #foodforthought #scrummaster #agiledevelopment #agilecoach

When I first took an Agile class many years ago, I was taught that the optimal team size was 7, plus or minus 2 — so anywhere between 5 and 9 members. Fast forward a few years, and the Scrum Guide adjusted this to: “the optimal team size is between 3 to 9 people.” The Scaled Agile Framework, on the other hand, defines Agile teams as cross-functional groups of 5 to 11 individuals. In 2022, the Scrum@Scale Guide got even more specific, suggesting an “optimal team size of 4.6 people,” referencing research it said was from Harvard. I've come across several advocates recently insisting the magic number is 6. I will review the research and give you my proposal for the optimal size for teams of knowledge workers. The first study that set the "magic number" at 7 was published back in 1956, but it wasn’t actually about team size at all — it focused on experiments in attention and memory. The 1970 study by Hackman and Vidmar, which produced the now-famous 4.6 number, aimed to find the relationship between team size and performance. They concluded, “Results showed that size had negligible effects on performance.” A follow-up questionnaire was administered to the undergraduate participants, asking which group size was too big and which was too small for their 15-minute assignments. Their answers averaged out to 4.6. The takeaway? A team size of 4-5 people might be best for maintaining satisfaction during small tasks that have no impact on customers and with no regard for output performance. Most other studies focused on teams where all members worked on the same task without any leadership or structure — a scenario far removed from the realities of modern business environments. I found only one study that examined real-world situations: Jennifer S. Mueller from the Wharton School in 2012 concluded that individual performance in teams starts to decline once the team exceeds 5 members. She attributes this decline to what she calls Relation Loss, where individuals in larger teams perceive less support from their peers. Yes, many industry leaders and writers refer to theories like Amdahl’s Law, cite coordination and communication costs, or share anecdotes to conclude that smaller is better, often suggesting 5, 6, or 7 members as ideal. Jeff Bezos even has his famous “two-pizza team” rule. So, what’s the optimal team size? <Edited for length> Ultimately, the best thing you can do to improve team effectiveness isn’t obsessing over team size — it’s implementing a solid customer-centric, product-based strategy, providing great leadership, and fostering accountability. You can see the complete article at: https://lnkd.in/gjBgqfBz

🚀 "𝐂𝐚𝐧 𝐘𝐨𝐮 𝐃𝐨 𝐀𝐠𝐢𝐥𝐞 𝐖𝐢𝐭𝐡𝐨𝐮𝐭 𝐒𝐜𝐫𝐮𝐦?" 🌟 The Agile landscape is vast and diverse, offering a multitude of frameworks, methodologies, and practices to suit different contexts, teams, and projects. While Scrum is one of the most widely adopted Agile frameworks, it's essential to recognize that Agile and Scrum are not synonymous. So, can you do Agile without Scrum? Let's explore: 𝐀𝐠𝐢𝐥𝐞 𝐕𝐚𝐥𝐮𝐞𝐬 𝐚𝐧𝐝 𝐏𝐫𝐢𝐧𝐜𝐢𝐩𝐥𝐞𝐬: At the heart of Agile lies a set of values and principles outlined in the Agile Manifesto. These values emphasize individuals and interactions over processes and tools, working solutions over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. Regardless of the framework or methodology you choose, embracing these Agile values and principles is fundamental to practicing Agile effectively. 𝐀𝐥𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐯𝐞 𝐀𝐠𝐢𝐥𝐞 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤𝐬: While Scrum is a popular choice for Agile teams, there are several alternative Agile frameworks and methodologies available, such as Kanban, Lean, Extreme Programming (XP), and Dynamic Systems Development Method (DSDM). Each of these frameworks offers its own set of principles, practices, and guidelines for Agile delivery, catering to different team dynamics, project requirements, and organizational contexts. 𝐓𝐚𝐢𝐥𝐨𝐫𝐢𝐧𝐠 𝐀𝐠𝐢𝐥𝐞 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐞𝐬: Agile is not a one-size-fits-all approach, and teams are encouraged to tailor Agile practices to suit their unique needs and circumstances. Whether you're using Scrum, Kanban, or another Agile framework, you have the flexibility to adapt and customize Agile practices to align with your team's workflow, culture, and goals. The key is to focus on delivering value iteratively, fostering collaboration, and continuously improving your processes. 𝐇𝐲𝐛𝐫𝐢𝐝 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡𝐞𝐬: In some cases, teams may adopt a hybrid approach that combines elements of different Agile frameworks to create a tailored solution that best fits their needs. For example, a team might use Scrum for project management while incorporating Kanban for visualizing work and managing flow. By embracing a hybrid approach, teams can leverage the strengths of multiple Agile frameworks to optimize their delivery process and achieve better outcomes. In conclusion, while Scrum is a popular and effective Agile framework, it's not the only path to Agile success. Whether you choose Scrum, Kanban, Lean, or another Agile framework, what matters most is embracing Agile values and principles, empowering your teams to collaborate effectively, and delivering value to your customers iteratively. So, can you do Agile without Scrum? Absolutely! Agile is about flexibility, adaptability, and continuous improvement, and there are countless ways to practice Agile successfully. 🌟💼 #Agile #Scrum #AgileWithoutScrum Comic Agilé

Is agile evolving in 2024 ? In 2024, Agile methodologies continue to evolve, reflecting shifts in technology, work culture, and project management practices. Here are some key trends and developments: 1. **Hybrid Frameworks**: There is a growing trend of blending Agile with traditional methodologies, such as Waterfall, to create hybrid frameworks. These approaches aim to balance flexibility with predictability, accommodating the complex needs of modern projects 2. **Design Thinking Integration**: Agile teams are increasingly incorporating design thinking, a human-centered approach to problem-solving. This fusion emphasizes understanding user needs and rapidly iterating based on feedback, enhancing innovation and user satisfaction 3. **Scaling Agile**: Large organizations are adopting frameworks like SAFe (Scaled Agile Framework) and LeSS (Large Scale Scrum) to scale Agile practices across multiple teams and projects. These frameworks help manage complexity and maintain alignment with Agile principles on a larger scale 4. **AI and Machine Learning**: The integration of AI and machine learning in Agile project management is becoming more prominent. These technologies help automate repetitive tasks, provide predictive analytics, and offer insights to improve decision-making and efficiency 5. **Agile in Non-IT Sectors**: Agile methodologies are increasingly being adopted beyond IT, including in sectors like healthcare, finance, and marketing. This expansion highlights Agile's versatility and effectiveness in managing projects across diverse industries 6. **Remote Agile Teams**: The rise of remote work has led to the adaptation of Agile practices for distributed teams. Emphasis is placed on tools and techniques that facilitate communication and collaboration in a remote setting, ensuring seamless project management despite physical distances 7. **Customer-Centricity**: Agile continues to focus on delivering value to customers by emphasizing continuous feedback and adapting to market changes. This customer-centric approach helps ensure that products and services meet user needs effectively These trends indicate that Agile methodologies are not static but continuously adapt to meet the evolving demands of the business landscape.

"Agile is dead" is the battle cry across the business world and social media. Don't call yourself 'agile' anything because the very word is tainted somehow. I don't think it's dead and I've never believed that. What I believe we are seeing is 'agile fatigue' brought on in no small measure by the credentialing/consulting complex-or what this article refers to as, 'The Agile Industrial Complex.' I watched the same thing grow up around project management as my personal development led me toward PMI and becoming a PMP and I'm seeing it again around the concept of agile. Failed magic bullets, 'frameworks' and certifications on which people have made dump trucks full of money and failed to deliver real transformation have, I believe, led to organizations becoming leery and weary of all things 'agile.' There is still a demand. As markets grow more dynamic, companies want to be able to pivot quickly to deliver value and grow their business model. Unfortunately, there is no quick fix, no magic bullet, to undo years or decades of Taylorist influence. Real transformation requires time, patience, experiments and a tolerance for 'failure', which very few large organizations have. You can't buy a transformation, you must carefully nurture and feed it. And that, in a nutshell is why we see agile fatigue: Everybody wants to go to (agile) heaven, but don't nobody wanna die. This article really brings all of this into a compact, succinct view. A couple of key quotes that leapt out at me: "As a methodology or design approach becomes fashionable, then we see a lot people using it, or teaching it, who are focusing on the fashion rather than the real details. This can lead to reports of things done in agile’s name which are a polar opposite to the principles of movement’s founders. Drifting around the web I’ve heard a few comments about agile methods being imposed on a development team by upper management. Imposing a process on a team is completely opposed to the principles of agile software, and has been since its inception."-Martin Fowler, original Agile Manifesto signatory. From the blog post, “The Agile Imposition” circa 2006 "The Agile space is now a “no-innovation zone.” It tolerates and in fact perpetuates a highly weaponized version of Agile. Coercion, command-and-control, force, and the routine mandating of specific practices are how this game is played. The Agile Industrial Complex perpetuates and then monetizes a culture of coercion and force. The result is a worldwide pandemic of highly prescriptive, enterprise-wide Agile “trance formations.“ #agile #scrum #agileleadership #agileisdead #agilefatigue https://lnkd.in/gX7jXdBc

So, can you do Agile without Scrum? Absolutely! While Scrum is a popular and effective Agile framework, it's not the only path to Agile success. Whether you choose Scrum, Kanban, Lean, or another Agile framework, what matters most is embracing Agile values and principles, empowering your teams to collaborate effectively, and delivering value to your customers iteratively. Agile is about flexibility, adaptability, and continuous improvement, and there are countless ways to practice Agile successfully. 🌟💼 #Agile #Scrum #AgileWithoutScrum

Why Agile is so Fragile to adopt in an organization?    “65% of software engineering projects using Agile Manifesto practices fail.” - Dr. Junade Ali (Engprax)/J.L. Partners research "Why 47% of Agile Transformations Fail” - © 1993-2020 Jeff Sutherland and Scrum Inc. It is not a tool obviously, it is not only a practice or a SOP even, Agile is a manifesto. Agile never fits in places where it is not welcome. So many people ask this question, “Is agile ready for my organization?”. Infact, the real question you should be asking is, “Is my organization ready for Agile?”    It’s a cultural shift what organizations should do to fit Agile in. There are 5 failure causes identified as per my experience of driving many agile projects during my career as a Digital Transformation lead. Planning: Agile doesn’t mean we should never have a plan. Execution can be agile but the architecture or the blueprint should be initially prepared by considering the entire scope, not for a particular milestone. Leadership: Agile mindset and applicability should be clearly understood by the management. Transition from waterfall mindset to Agile should happen in management before to the operations levels. Prioritization: Culture we normally have is to bring in new scopes or scope additions to projects without a clear basis for setting the priority in the delivering order. Mostly it would be authoritative by the position to set the order, not based on the value. Actually, priority setting shouldn't need any dependency of the org hierarchy. Instead, team should be empowered. Imitation: Trying to adopt a technique because it has worked out perfectly elsewhere, maybe for a tech giant. Organizations are unique in their own way of bringing value propositions, which means they need adjustments and adaptations rather than try to fit as it is. Assessment: There are Agile scores, which can be in individual performance KPI as well. Most of the time people do not drive the project but try to manipulate these scores. It's a must to measure, but management should never try to use agile to micromanage staff under them.    Is “Fail-Fast” a good enough slogan to bring agile culture in? "No" is my answer, this is one of the myths about agile. It can be one of the reasons but not the only reason to bring Agile in. Even if you bring Agile for such a reason, still you need to do planning very well. It never says you should never plan in agile culture. In a famous quote by Benjamin Franklin says, “If you fail to plan, you are planning to fail!”. This is fundamental, we should never be too smart to say this never applies in Agile.