Cycles, Cycles, Cycles

One of the problems in integrating Agile delivery or continuous delivery into enterprises is the differences in cycles. Companies have tended to run on annual budgeting cycles, longer strategic planning cycles, with some, although not always close coordination between the two. Product management tends to run on product cycles—that depending on the product type can […]

    Enterprise Agility Generates 30% Higher Profits

    “An overwhelming majority of executives (88%) cite organisational agility as key to global success. Other studies support this idea as well: research conducted at MIT suggests that agile firms grow revenue 37% faster and generate 30% higher profits than non-agile. Yet most companies admit they are not flexible enough to compete successfully.” This is from […]

      IT’s Changing Value Proposition

      The MIT Center for Information Systems Research issued a very interesting research briefing last December titled “The IT Unit of the Future.” Nearly 90% of respondents to this study indicated that IT’s value proposition would change in the next 3-5 years. Part of the study, developed from interviews with 50 CIOs, identified four IT value […]

        Scope Issues in an Agile Project

        I was talking with a colleague the other day about troubles with scope management in an Agile project. She was lamenting problems that were arising with a particular client who was concerned about the progress of the delivery team. Since Agile teams use time boxed iterations and let scope adjust, this shouldn’t be a problem—should […]

          Beyond Scope, Schedule, and Cost: The Agile Triangle

          I mentioned the Agile Triangle in a prior post on technical debt, but it requires more than a passing mention. Many agile teams are faced with the paradox of being asked by management or customers to be “adaptive, flexible, or agile,” while at the same time being asked to “conform to plan,” where the “plan” […]