Agile Transformation for SMEs and Start-Ups

Agile transformation, especially for small teams and organizations, is the secret weapon for keeping up, getting ahead, and staying ahead in the application-driven world.

These methodologies are the absolute best place to start if you have a small team, are looking to build a software team as an SME, or are a startup that wants the right foundation to hockey stick.

Let's talk about....agile.

Agile processes are the number one proven means for consistently delivering software. Success is a product of discipline. Agile has the highest output for the required input when used correctly. Delivering and being agile becomes the team discipline.

As a Scrum Master (PSM), Product Owner (PSPO), Software Craftsman, and seasoned Project Manager, I put your team and product first. I bring first-hand experience from across the SDLC and enthusiasm to provide the tools to ship products with less effort.

Recognize these problems?

Most people do. Even a temporary disruption of the software pipeline can be fatal. The QA team needs to stay busy, the developers need to have work planned, someone needs to build a roadmap, and who is reviewing the code?

Agile: The Secret to Scaling and Delivery

Iterative Management for Sustainability and Predictability

Agile is a form of Iterative Management. Most organizations need to manage or can benefit from an iterative or cycle-based system. The “cycle” is commonly based on a sprint or unit of capacity over time for a given team. Once discovered, capacity becomes a key determinant factor for planning and roadmap needs, including growth. Other teams contribute interdependently to support the sprint (goal). We identify necessary work and streamline or remove any bad interdependencies.

Highest Output for the Required Input

Experience in XP, Waterfall, freeform, producer-fed, and other work management systems confirms that Agile is still the best foundation for producing software or similar products that work in cycles. My approach takes existing meetings, effort, and procedures and "transforms" them into agile practices. We know software at scale needs a different approach than legacy paradigms.

The Software Craftsmanship Bonus

Agile needs to go further, so Software Craftsmanship is essential. Software is a craft devoid of any uniform system of mastery. Sandro Mancuso and others contributing to this field help make software practices and Agile better. A simple rule, such as my favorite, "Never make a business decision that affects software without someone from the software team in the meeting." Little changes make all the difference.

FAQ, Common Questions, and Key Information

What is agile transformation, and why is it essential for my organization?

Agile principles are the largest common denominator among all software endeavors. Developers and other craftsmen understand that a well-formed development system will allow them to write code (and not work for a dysfunctional company that also does code). Often software is one of, if not THE, biggest expense for a company. Agile gets the most out of software without burning out your team.

What is Capacity-based planning?

The short version is simple: This is the Agile approach. By understanding the capacity of a delivery team, an organization can collectively compromise and negotiate deadlines and work. There are a lot of tricks like abstraction of time, planning poker, and other solutions to create a stable throughput and pipeline of work.

What is included?

• All discovery
• Documentation of all procedures
• Train your staff on all ceremonies and artifacts (meetings and work)
• Successfully have your team lead all ceremonies before the close of the engagement.
• Weekly reporting
• Templates for reporting, retrospectives, and other meetings
• A complete reference of the agile process and how it fits with your company
• Additional email support

More details are found below.

How do you assess my team?

We begin with interviews and discovery. We will treat any modifications or client-specific considerations by the end of that phase. I will discuss findings and recommendations with leadership.

Are complete process changes required for agile transformation?

No. However, the underlying tools, methods, and reasoning are the most common and straightforward way to deliver software and similar products. A thorough understanding of Agile will allow your team to adapt, self-organize, see and incorporate change, and have the communication tools to grow.

What do I need to provide?

• Basic management infrastructure is usually all that is required.
• Access to PM software (or optionally set up for you)
• Communications like Slack
• A shared drive or a similar place to save our output. Internal wiki
• Occasionally, as necessary, access to repositories.

What if I have a large team?

Don't hesitate to contact me directly to generate a custom plan or refer you to one of my contemporaries who may be a better fit.

Have you done this before?

Overwhelming yes. As a manager and developer, I frequently introduce or refine agile and iterative processes for organizations. I have worked in, with, and under Agile methods for 15 years with dozens of teams.

Experience in agency environments is not to be dismissed. Agile is the backbone, with a new project starting every 3 to 6 months. Work often involves training or introducing agile workflows and principles to a new dev team or stakeholders.

How come your program is longer than others?

Results are a product of discipline. There is no shortcut or cheat code for discipline.

A multi-week immersion alone will never provide the foundation to handle turnover, growth, future failures, and approaching an entirely new challenge with confidence and deliver results. The timing I use hands off all the agile ceremonies and artifacts (meetings and work) comfortably to your team after participating.

Sustainable Agile-based work is dependent on more than making the motions. We must identify leaders, back-up leaders and remove any blockers people may have to participate in the process. Some blockers are often deep-rooted; only after a few weeks together can we, as a team, dig in for positive change.

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