Not every organization that “does” agile does it well. Sometimes the principles work well for awhile, but the teams aren’t able to innovate or make the successful results sustainable. Here’s an agile case study that addresses an organization that values agile principles and practices, but needed a little help to sustain their success and innovate.
Just the Facts:
The Challenge: Help existing agile teams manage rising levels of burnout and technical debt.
The Client’s Goals: Establish a sustainable pace, faster speed to market, higher quality.
The BigVisible Approach: Assess the current state of agile in the organization. Design a path forward and start implementing that plan. Learn, adjust, and scale accordingly. Give the client tools to sustain success.
What We Delivered: Adding technical practices & increasing the understanding of agile principles led to dedicated time for innovation, which in turn created a culture of quality, ingenuity, and faster, more reliable, deliveries that better addressed customer needs.
A financial services company was bogged down by the relentless pressure to deliver and asked us to help their teams manage rising levels of burnout and technical debt, with the ultimate goal of establishing a sustainable pace, faster speed to market, and higher quality. Our agile coaches helped the teams break away from destructive patterns and find new ways of working. Through training and coaching, BigVisible coaches helped to reset the agile effort and create a renewed focus on small, cross-functional teams, a steady iteration cadence, and the importance of building quality into delivery. The result was a fast-moving program whose teams can deliver consistently, at a healthy and sustainable pace, while carving out time for innovation and improvement.
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