Tag: Flow

Agile Lean

Decoding Agility: The Critical Role of Cycle Time in Efficient Workflows

It’s widely recognized that just strict adherence to agile methodologies such as Sprint huddles, Backlog grooming, Sprint planning, and Sprint retrospectives doesn’t automatically ensure agility. The first step involves conducting a simple statistical analysis of your Cycle Time data. Once obtained, basic statistical calculations can help establish a baseline.


The value of value stream mapping in software engineering

Specifically, for every work type send me what date it was changed to each stage in your workflow. I can help with some data analysis to figure out your team’s cycle time. Second – take the value stream map as we’ve drawn it and share it with the team. Validate if we’ve mapped the flow accurately and adjust where necessary. Then find out the information required at each step to minimize the wait times. Also, think about this – what impact will you achieve, if the team sets a goal to minimize the wait time at each step? Is there a better alternative?


Transforming from waterfall to agile

Introducing agility into traditional systems development processes is never easy. Firstly, you have got to want to change. Secondly, you need to have a vision of what to change to. Finally, you need the tenacity to forge ahead in the face of stiff resistance. It is usually the third that is the most difficult journey to undertake. The hardest part of the journey is during the transition wherein you show how to bring agility into executing projects. You are walking the fine line between traditional methodology and incrementally introducing change.


The power of pull

Donald, the CEO, sat staring at the phone. He just got off the phone with one of the customers. The project team had missed the delivery for the third time. And this was not the only project that was in trouble. “This is crazy. What”, he thought, “were we doing wrong? Why can’t we seem to get our act together and deliver projects to the plan? We should plan better. I better find Smith and find out what’s going on.” This scenario plays out at countless organizations worldwide across a wide array of industries. Work either waits for people/resource or people/resource wait for work.


Scope creep? Bring it on

Ask any project manager the reasons why projects fail and one of the reasons cited will definitely be scope creep. But is scope creep really that bad? I don’t think so. Your view of the scope creep will depend on how you manage projects. You can manage projects as a contract or you can collaborate.

I think there will be a scope creep when there is a contract between the solution provider and the consumer. For example, it is notorious in the construction industry. In fact, some contractors want the consumer to change the scope in the middle of the project. That’s their way of making money; it is not like you are going to change contractors in the middle of the project. But if both parties collaborate, then scope creep as a reason for project failure just melts away.

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