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Value-based Planning and Enterprise Agility

Cprime

In the first article in this series , we discussed three challenges standing in the way of Enterprise Agility: Lack of visibility Not being focused on value delivery Failing to train effectively Assuming those challenges are being addressed, the next vital factor in the pursuit of Enterprise Agility is the formulation of an effective strategic plan.

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Seeing Your Vision

Leading Agile

Helen Keller never let her physical constraints define her vision. She is referenced as saying, “The only thing that is worse than being blind is having sight but no vision.” For Helen Keller, having a vision was much more important than the physical ability to see. Sight vs. Vision. Vision and Potential.

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Work the Plan: Achieve Enterprise Agility With Jira Align

Cprime

In the previous articles in this three-part series, we discussed facing the challenges standing in the way of Enterprise Agility , and planning for Enterprise Agility based on value. If you can’t see what’s being accomplished at all levels of the organization, you’re flying blind when it comes to creating a strategic vision.

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The Power of Vision Statements for Teams

Cprime

Since becoming a coach, consultant, and trainer, I’ve long reflected on this and have made a simple but profound realization that we, as a team, lacked a clear vision. A vision has power – far beyond providing us with a short catchy statement – it can inspire, align and, even better, empower people. A clear vision.

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On Agile Teams Analysis happens, Agile BA or not!

BA Squared

Agile has been around now for 20 years (agile as a term in software), whereas the practices have been around much longer. After 20 years, there seems to be continued conversation about the BA role on agile teams. If Agile teams don’t have BAs they still do analysis, they have to! The question is how good are they at it?

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Overcoming Resistance to Change in Agile Transformation

Leading Agile

When people say they have a culture problem that’s preventing them from sustaining change in an Agile Transformation, what they’re really saying is that they have a cognitive dissonance problem. You have an inability to help people see how Agile is going to improve the organization. So, you’re going to need a better plan of attack.

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From Anchor to Asset: External Vendors in Agile

Leading Agile

But, even if they don’t make up a significant part of your workforce, they will stall your progress if they are unwilling to adopt your Agile way of working. A company adopting Agile might be moving from IT being an expense to a strategic differentiator they invest more in during Transformation. Turning Vendors into Assets.

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