Lean Thinking

Don't Panic I.T. Solutions - Items filtered by date: September 2016
Published in Agile

So, where are we now? Over the last few weeks we have looked at the first 5 of my agile principles -

  • They are built around small, self organising teams
  • The team has a clear vision of what they are doing and where they fit into the bigger picture
  • The team has a well defined backlog of work
  • There is a content authority responsible for making sure decisions are made quickly
  • There is a clear bidirectional service agreement between the team and the rest of the organisation

We have a pretty good setup going now - we have an efficient delivery engine (the team), a destination (the vision), a route (the backlog), a navigator (the content authority) and last time we added a clear service agreement, so the team and organisation know what's expected of each other. With this sort of structure they can really start to get things done. But there is still one more thing to add to make the team really high performing - the ability to improve.

This is where my sixth principle comes in -

  • There is a fast feedback loop that allows the team and organisation to optimise both the process and the product.
Published in Agile

When we left our hypothetical team last post, they had the first 4 of my principles applied -

  • They are built around small, self-organising teams
  • The team has a clear vision of what they are doing and where they fit into the bigger picture
  • The team has a well defined backlog of work
  • There is a content authority responsible for making sure decisions are made quickly

They have their powerful delivery engine (the team), they have their destination in mind (the vision), they have their route planned (the backlog) and they have someone looking head and changing the route (and even the destination) if things change (the content authority). Is that all they need?

No (otherwise I would only have 4 principles not 7). The team is going to need some support from the organisation. Management support to help remove roadblocks, release funding appropriately, make sure the team has the right resources and so on. At the same time, the organisation needs to know that the team is going to get to its destination in a reasonable time and at a reasonable cost. After all, this isn't a casual road trip; the purpose is clear - to deliver business value, and the organisation needs to know that the team is doing that.

This is where principle 5 comes in -

  • There is a clear bidirectional service agreement between the team and the rest of the organisation

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