Episode 140: Spinning the AgilityHealth Radar with Sally Elatta

Craig sits down with Sally Elatta, Founder and President of Agile Transformation and AgilityHealth at the Agile 2016 Conference in Atlanta and they talk about:

  • First things first, the AgilityHealth discs are not a frisbee!
  • The AgilityHealth vision is to help Agile teams have a consistent way to measure their health and performance and see the results in a visual way and secondly for leadership to understand the cause and effect – the radar opens up a conversation
  • AgilityHealth radars
  • The team radar has five dimensions – leadership, performance, clarify, foundation and culture – a healthy team should have these
  • It is not a survey tool, it is a facilitated retrospective to promote healthy conversation and create an action plan
  • We should be doing tactical retrospectives every sprint, but the missing component is strategic retrospectives once every quarter
  • Business agility relies on having healthy teams
  • Many other radars including Lean Product Health, Technical Health, Scaled Agile Release Train Health and Portfolio Health and Business Agility as well as individual radars for Agile Coach Health, Scrum Master Health and Product Owner Health
  • Larry Maccherone and the SDPI
  • “If you ever use data to punish a team, you will never see the truth again”
  • Craig’s Quality video on the AgilityHealth growth portal
  • AgilityHealth certifications

TheAgileRevolution-140 (19 minutes)

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Episode 139: Talking Agile Craft with Steve Elliott

Craig chats with Steve Elliott, the founder and CEO of Agile Craft and they discuss:

  • Dependencies are the number one thing that kills agility
  • Scaling agility across a large organisation is a 5 – 10 year journey
  • Scrum is often disconnected from the portfolio planning layer, the scaling methods are making the program level agile and predictable
  • If you want business agility you have to hinge the technology into the business
  • Sometimes it takes a few attempts for agile transformations, like tipping over a Coke machine (and unlike tipping a cow), you need to lead with results and then work on cultural change to be successful
  • If the leader of an Agile transformation left the organisation, would they go back to the old way or is Agile part of their DNA – if they would go back they have not been transformed
  • The scaling Agile frameworks are relatively new and evolving with major changes, without these though there is a lot of chaos and you need them to do Agile at Scale in a large company
  • The companies that win are the ones where the technology and the business are in sync, you need some process to do that
  • If we do more experimentation with the scaling methods and some of the lesser frameworks get traction, the community will be better for it
  • SAFe is the leader in the scaling space, but LeSS is very popular in Europe
  • Startups are all about business agility, because long feedback cycles are deadly, we need to be able to make decisions and react quickly
  • Amazon is a good technology company that through business agility threatens everyone
  • The technology curve is only going to accelerate; physical, digital and biological is going to come together and the application is going to disrupt many businesses very quickly
  • We still need more data to improve the software process using machine learning to do simulations to get better quality, predictability and value
  • Agile Craft brings together the product strategy, the team ALM tooling and the business strategy together from the top down, and is multi-modal (it works with all levels of Agile maturity) to nudge teams across to Agile practices faste. The tool has automated coaching built in (no, they have not built a robot coach, yet…!)

TheAgileRevolution-139 (45 minutes)