Agility in Governance: Work Patterns
Co Authored by Tony Ponton and Phil Gadzinski Moving through to the second of our keys to governing with agility, we look at how we are organised to do the actual work – a combination of teamwork and taskwork with the ultimate goal of productivity. From a traditional governance perspective we are examining the completion of artefacts; the compliance with process; holding delivery to long dated work breakdown structure (wbs) charts and plans created when we knew the least about the work; and generally looking for variance to time, cost and scope. This suits project thinking designed for intermittent change in a more…
Agility in Governance: Organisational Transparency
Co Authored by Tony Ponton and Phil Gadzinski As we wrote about in our previous posts, after twenty years of working in agile, non-agile and transitional organisations, we have distilled what agile governance is into a key metapattern and four archetypes we believe are needed to effectively govern any modern system of work – whether we use agile methods in the work or not. In the spirit of symbolism we see them as the symbol of a “Guiding Hand if you like, “Four fingers and the thumb to lead and enable them”. In this post we will talk to the first of the…
Agility in Governance: What is Agile Governance trying to achieve?
Co Authored by Tony Ponton and Phil Gadzinski Having talked about what “Agile Governance” is and why we need it, we thought it best to discuss what we are trying to achieve when we change our system of assuring work. The following quote from Kent Beck really describes it well: “Silence is the sound of risk piling up” (Kent Beck Extreme Programming Explained). Not knowing what is truly occurring, where the work gets done, creates and invites risk. Delays in elevating information increases risk. To solidify that point, let’s take the example that we make 35,000 decisions a day (many internet sources quote…
Agility in Governance: What is agile governance?
Co Authored by Tony Ponton and Phil Gadzinski In our last post we spoke of the need for agile governance. In order to write further on the topic we felt it’s best to define, at a much deeper level, what agile governance is, so to that end this post will address that definition. Firstly, when we talk about agile governance, we are not talking only about project management offices and project management processes. Whilst they have a place in the governance system, they are only a small piece. Agile governance is about how you govern your entire system of work,…
Agility in Governance: The Compelling Need for Agile Governance
Co Authored by Tony Ponton and Phil Gadzinski Once upon a time, on a cold snowy day, agile came along and the world hasn’t been the same since. Geoffrey Moore in Crossing the Chasm quotes that Disruptive Innovation gets us to change our behaviour and the things we might use to solve problems. He positions that there is a repeatable evolution of an adoption going through a specific life cycle and adoption path. From the Early Innovators seeing the novelty and maybe trying to differentiate themselves, to Early Adopters, then we cross that chasm and start seeing the Early Majority…
The Heart Of Agile
For some time now Alistair Cockburn has been on the journey to bring back the simplicity of Agile. I can remember discussing with him many times how it had become so convoluted with frameworks and multiple methods, all of them claiming to be the golden cure to creating agility. Yet the more involved they became, the harder the path to agility was to navigate. I was finding increasingly, that every time I was asked to help somewhere that had a failed or less than optimal Agile implementation, it was because they had ignored the basics. A return to these made…
Episode 123: Some Principles of Lean and Product Development Flow with Don Reinertsen
The Agile Revolution Podcast Craig and Tony are at YOW! Conference and are privileged to spend some time with Don Reinertsen, who is considered one of the leading thinkers in the field of lean product development and author of numerous books including “Principles of Product Development Flow” “Principles of Product Development Flow” book and why there is a waterfall on the front Japanese Manufacturing Techniques was the name before it was rebranded as Lean Manufacturing Taiichi Ohno, the father of the Toyota Production System, hated math and thus preferred to sit on the factory floor and tweak processes, hence it was…
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Disruptive Thought 