I realize that’s a big statement and likely to be not a little controversial. Avoid practices and metrics that inhibit flow, such as multitasking, high utilization and unlimited WIP.īarry O’Reilly exhorts today’s leaders to “break the cycle of behaviors that were effective in the past but are no longer relevant in the current business climate, and now limit or may even stand in the way of your success.” After more than 15 years of writing, “refining,” “grooming,” estimating, documenting and coaching people about user stories, I believe it’s time to unlearn them. Quite simply: Focus on practices, competencies, metrics and tools that enable flow: Flow management, Throughput/Delivery Time/WIP, iterations as checkpoints (rather than planning boxes) and blocker clustering. Speaking of all levels, the radar also contains a couple of items related to scaling, including guidance for unscaling or descaling. These are practices, like Operations Reviews, Leadership at Every Level and Flight Levels - and tools like X Matrix - that create aligned autonomy and connect action to strategy throughout all level of the organization. Business AgilityĪs Klaus Leopold writes, “Agility of an organization is not about having many teams,” but “agile interactions between the teams.” To that end, the radar includes a few blips to support organizational or business agility. The agile community has perhaps finally come to grips with our environment, namely that we typically are working in complex rather than complicated domains, which is why competencies like Experiment Design and Systems Thinking and Sensemaking are blips. That includes an orientation toward value, which is why traditional feature-based roadmaps are out and outcome-based roadmaps are in.
It may be time to refactor your agile work processes with the original intent of the Agile Manifesto in mind. Rethinking Conventional Agileįrom velocity to user stories, backlogs to points-based estimation, no agile cow is too sacred to be slapped with an avoid label. Our remote world also requires that we sense and respond to how our teams and colleagues are doing, so competencies like anzeneering and facilitation, along with metrics like Total Motivation and Engagement, are key. This has predictably led to a burst of new tools into the market, many of which are worth a try, and perhaps unpredictably to a rediscovery of venerable practices, like the Core Protocols, Team Agreements, Personal Kanban, and Pomodoro Technique, that enable remote and asynchronous work.
Ubiquitous Remote Workįor the last five months, organizations have been forced into remote work whether prepared or not, and the foreseeable future will require facility with ways of working that are fit for this purpose. And it contains some holds - and even avoids! - for long-held agile sacred cows, like user stories and feature-based road maps, sure to provoke some raised eyebrows.
#THOUGHTWORKS PRODUCTS STORY TRACKER UPDATE#
This update has a plethora of new tools - and a few old practices - to help organizations and teams work in our current remote-first - or is it remote-only? - and ongoing VUCA world.
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