Tag: agility

One can easily get lost in an always growing number of agile methodologies, approaches, tools and techniques. In the last few years, Disciplined Agile is becoming more visible on the agile map as the must-have toolbox for everyday use for agile teams looking to improve. Don't worry if you missed it before, Klaus will explain its benefits to you. 

Organizacje zwinne, czyli oparte na podejściu Agile, to firmy, w których następuje zmiana sposobu działania w odpowiedzi na permanentną zmianę na rynku. To przejście z organizacji hierarchicznej, silosowej i biurokratycznej do organizacji reaktywnej, elastycznej, szybkiej w działaniu i podejmującej mierzalne ryzyko. To przede wszystkim firmy skierowane na potrzeby klienta poprzez badanie i stałe polepszanie jego „doświadczeń” w relacji z produktami bądź usługami danej firmy. To również ogromna rola zespołów działających interdyscyplinarnie (a nie silosowo), gdzie małymi, ale konsekwentnymi krokami poprawia się produkty, bądź procesy. Poprzez delegowanie uprawnień do podejmowania decyzji na poziom takiego zespołu (to wymaga przewartościowania roli liderów w organizacji!), tworzy się środowisko zaangażowanych pracowników i menedżerów. Dzięki temu, jak podaje Boston Consulting Group, rośnie w firmach zwinnych od 2 do 4 razy szybkość wprowadzania produktów na rynek, wzrasta o 30% efektywność, o 20% jakość organizacji, przy 30% spadku kosztów operacyjnych. I co kluczowe w dzisiejszych czasach – wzrasta do 90% zaangażowanie pracowników. Naprawdę warto być zwinnym.

During the 11th International PMI Poland Chapter Congress you gave a speech titled “Leading Projects in Turbulent Times”. Why did you choose this topic?  I decided to talk about leadership in this moment because I think this is one of the things that are missing most of the time when we are leading. We usually tend to see this turbulence as an external factor that we have no control over. But in reality we can make a very proactive approach when we are talking about leadership in this kind of projects, so you can change the way you plan, you can change the way you behave in order to address this turbulence. 

Interview with Thomas Zimmermann by Monika Zofia Potiopa There are still many misconceptions about Agile, such as it meaning no documentation, no processes or no plans. What steps do you think we can take to eliminate these misconceptions? At the end of the day, if you talk about Agile and particularly Scrum, you of course have documentation. Consider a list of user stories, which is essentially another way of doc¬umenting what you want to do. It is a comon misconception to say that there is no specification. Correct – there is no specification in the form of a traditional document. Instead the same content is represented in a different, but much more effective way, i.e. as a prioritized list of user stories.

An interview with Gunther Verheyen by Paulina Szczepaniak You are a renowned international agile expert, with particular expertise in Scrum. Why do you think this framework became so popular? Probably because of the growing need of what I like to call “agility”, meaning flexibil¬ity, responsiveness, and not just from an IT perspective. IT is where agile sort of emerged from, but companies have to survive and thrive in very turbulent markets, a lot of business changes, market competition, but also internal changes, stakeholders and so on. And the way that organizations are struc¬tured and therefore how they organize their IT work and their software development, because that follows from the way they are structured, is just not fit for the agility re¬quired today to thrive and prosper. Structures are very rigid, very fixed, and need to become more dynamic.