By Jim Highsmith
The agile software program circulation has now been round for an entire decade. As coauthor of the unique Agile Manifesto, Jim Highsmith has been at its center because the starting. he is spent the prior decade assisting hundreds of thousands of businesses transition to agile / lean. by way of agile, he is visible it all–in various industries, world wide. Now, in Adaptive management, he has compiled, up-to-date, and prolonged his most sensible writings approximately agile and lean equipment for a administration viewers. Highsmith does not simply demonstrate what is operating and what is not; he deals a strong new imaginative and prescient for extending agility around the firm.
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Additional resources for Adaptive Leadership: Accelerating Enterprise Agility
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.
Companies must figure out how to take advantage of the continuous flow of opportunities that pass by. Some opportunities linger for years, while others come and go quickly. Adaptive organizations possess the abilities to both sort good opportunities from bad and—this is a critical piece—get the timing right. Organizations need the processes, practices, culture, and leadership to sort through hundreds, if not thousands, of opportunities and turn those potential ventures into specific ambitious missions.
They could then hurry back and retrieve any forgotten items the next day. Also, because the preparation prior to departure was usually hectic, they would gather that first evening out to discuss and review the purposes for the trip and details of how they planned to carry it out. They were exploring into uncertainty—and their plans. No matter how well they planned, the brief starts usually uncovered things that might have jeopardized the long trips. ” Sounds a little like adaptive leadership. ” In any situation, there are things that are known, knowable, and unknowable—and it’s important to distinguish among the three, at least in concept, because knowing what’s knowable and what’s unknowable isn’t always easy to know.