My Agile Journey
Before I learned Agile, I was the leader of a team of software developers in a corporation. I worked with and supported my team to deliver projects that took a long time to deliver via the traditional waterfall methodology.
One of our development teams started using a different way to deliver software called Scrum. This created a lot of turmoil because we had no experience with Scrum, didn’t understand how to implement it, and couldn’t foresee what the consequences might be of using it. We couldn’t effectively answer basic questions and ran into many pitfalls while transitioning to Scrum.
I attended Scrum training myself to understand it better. I was the most skeptical participant in the training. I didn’t really “get” the concepts or the values.
But I did see the results. Our teams hit their stride, delivering working software every 2 weeks. And I witnessed how much value our business partners got out of using Scrum.
Now, my mission is to guide people, teams, and organizations on their agile journeys, to help them avoid pitfalls and enable them to implement long-lasting transformative change.
My Agile Philosophy
First and foremost, agile is a journey, not a destination. Each person’s journey is unique. The is same is true for teams and organizations. Agility, like most things in life, is not something you can learn and master in a classroom. That may the starting point but it takes time to master like any worthwhile skill.
Second, I am pragmatic in my approach. I meet people, teams and organizations where they are and work to accelerate their Agile mastery. Context is important, so I use customizable assessments to understand it. I then create plans / roadmaps in collaboration with the people I am serving. I do not use a “one size fits all,” standardized approach.
Third, long-lasting change requires that the organizational culture embraces Lean and Agile values and principles. This change can only occur through leaders embracing the values and principles themselves in order to spread these throughout the organization. There are many examples of failed transformations due to a failure here. Part of my role is to help achieve buy-in from leaders so that the organization is successful.
If you’re interested in contacting me to learn more about how I can leverage my experience and insights to best serve you, please reach out. Or, visit my library of resources to continue expanding your Agile knowledge.