By Pollyanna Pixton, Paul Gibson, Niel Nickolaisen
What do you need? overjoyed clients. How do you get them? via speedily providing leading edge, fascinating services and products your shoppers will like to use. How do you do that? through uniting gifted humans round shared principles and objective, trusting them, aiding them take possession, and getting out in their manner. It sounds easy—but you recognize it isn't. To make it take place, you need to create an agile tradition: one that's open to alter and will reply speedy to no matter what your buyers desire and hope. The Agile tradition grants confirmed types, pragmatic instruments, and convenient worksheets for doing simply that. development on their event assisting thousands of businesses, 3 world-class specialists assist you align and unharness the skills of everybody on your association. step-by-step, you'll the way to movement towards a tradition of belief, during which we all know, owns, and improves the implications.
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Overemphasis on velocity causes problems because of its wide use as a productivity measure. The proper use of velocity is as a calibration tool, a way to help do capacitybased planning, as Kent Beck describes in Extreme Programming: Embrace Change (2000). Productivity measures in general make little sense in knowledge work—but that’s fodder for another book. Velocity is also a seductive measure because it’s easy to calculate. Even though story points per iteration are calculated on the basis of releasable features, velocity at its core is about effort.
While continuous delivery can reduce cost and risk (through more automation), the most significant benefits arise from frequent release of new software functionality. ” In large organizations, IT applications support a variety of business areas. For some applications, the benefits of continuous delivery may be enhanced revenues; for others, the benefits may take the form of cost and risk reduction. In thinking about implementing continuous delivery across an application portfolio, companies should begin with those areas that have the biggest strategic impact, those applications with revenue-enhancing prospects.
Similarly, at the back end of the life cycle, development and operations may work closely on smooth transitions from development complete to deployment complete. Value is realized only when features are actually deployed, not when they are ready for deployment. Speed-to-value should be measured across the entire life cycle, from placement on a portfolio backlog to actual deployment. An even more difficult change may be getting business departments to think through how they can use frequent deployments to their advantage and then change their business processes to accommodate them.
Adaptive Leadership by Pollyanna Pixton, Paul Gibson, Niel Nickolaisen