Leaders, be they program managers, executives, or directors, need to support this team. A simple guiding principle for leadership is to understand that the people who work in an Agile environment want to perform. From that, good leaders need to understand each team member’s unique skill set, talents, and career goals.
Agile: a set of software development principles in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.
Agile software development is insanely popular at the moment. It offers a responsive way of developing, and companies are adopting it at a rapid rate.
I have heard many times that the Agile Manifesto was created because Waterfall processes were so intricate and complex that most projects failed. This is not true! While using Waterfall as a leading methodology projects were completed, software was launched, and teams were successful.
The only person who likes change is a wet baby! A wet baby is aware of the imperfections of its current situation and will cry and scream until a change is brought about. This analogy is a simple one, but it does contain a core of truth. If your target audience is dissatisfied with their status quo, they will be willing to change to something else.
An enterprise mindset is defined as the ability to balance the goals of your business unit along with the broader interests of the enterprise. Naturally, to be considered an enterprise leader one must hold an enterprise mindset.
Let’s face it, a career in business analysis isn’t one where you’re at your desk from 9-5. It requires you to be out in front of people, having conversations, and collaborating. It requires you to be mobile, both from a physical sense and technological sense. People often laugh at (and maybe get a little annoyed) when others have their faces buried in a phone, but the reality is that most of us have our phones in our pockets at all times. Some of you are reading this on your phone at this very moment.
Throughout my career, I’ve experienced a number of situations where issues are not always apparent at first glance. Many times, superficial observations belie a fall sense of calm, while, in some cases, problems are known to exist, but still overlooked. These are some of the starting points of requirements analysis process:
Bullying can be as harmful to business profits, productivity and workplace harmony as it is in schools and other areas of society. If asked, most business leaders most likely feel a moral and ethical obligation to respond.
In an article entitled “Business Analysts and Business Architecture” published earlier this year in the Business Analyst Times, I got a comment from Duane Banks, a Business Analyst at United. I had shown a graphic were Business Analysts were only involved in some operation planning and mostly in delivery and execution of initiatives. He said the following:
The user story has nearly become the ubiquitous requirements artifact in Agile contexts. User stories have had much written about them, their format, how to write them, the associated acceptance tests, and more.
Creating something new, is always an act of destruction. When implementing change you replace the old status quo known to everyone, with a mere vision of a goal in the future. Having respect for the existing Status Quo, builds respect for you.