Ron Jeffries, who helped coin the concept of story points back in the 2000s, said recently that he “deplore their misuse.” In the early days of story points, developers “really only used the points to decide how much work to take into an iteration,” says Jeffries. But some organizations expanded their use, using story points to predict when things will be done and to track actual vs. predicted progress.
“The reality is that delivering technology-based innovation is hard, for multiple reasons but which might be boiled down into one word: complexity,” says Jon Collins, VP of Research at GigaOm, in his recent 2022 GigaOm Radar for Value Stream Management. Value stream management tools do not eliminate the complexity but they do provide mechanisms to cope with it more effectively to drive strategy and support execution.
The best-performing businesses are customer-obsessed — and it’s paying off. That’s according to research shared by Bobby Cameron, a Vice President and Principal Analyst serving CIOs at Forrester®. Technology is transforming in parallel with a firm’s level of customer obsession because traditional approaches to running IT simply can’t keep up with the rapid pace of business transformation.
Objective and Key Results (OKRs) were first implemented by Andy Grove at Intel in the 1970s. John Doerr, who had worked at Intel, brought OKRs to Google in 1999, where they helped fuel massive growth and raise employee morale. Since then, OKRs have become the choice goal-setting method for digital natives and traditional businesses undergoing a digital transformation. Perhaps the most alluring aspect of OKRs is that they promise to connect technical activities to business outcomes.
While OKRs are a popular framework for organizations trying to accelerate their digital transformations, traditional enterprises often face challenges when they try to translate their strategic high-level objectives into key results. Last week, Dr. Mik Kersten and Felipe Castro addressed these challenges head-on during a webinar on Transformative OKRs: Translating Business Strategy into Measurable Outcomes.
Digital transformations often start with some common rules of thumb: But in one of my favorite talks from DOES Europe 2022, Pieter Jordaan, CTO at TUI Group, describes how they accelerated their digital transformation during a global pandemic by breaking these rules.
Landmark moments do not happen overnight. Getting Tasktop to where we are today took 15 years of company-building on top of multiple years of research. With today’s news, our ability to deliver transformation outcomes will go through a step-function change nearly overnight. I am thrilled to announce that Tasktop has entered into a definitive agreement to be acquired by Planview.
Attendees at the DevOps Enterprise Summit in Europe last week had the opportunity to hear from leaders at Tasktop as they delivered sessions around the shift from project to product. CEO, Dr. Mik Kersten, gave a Plenary session entitled “How Flow Follows Form” and Naomi Lurie, VP Product Marketing, along with Carmen DeArdo, author and Senior Director of VSM Research revealed early findings from Tasktop’s Project to Product Maturity Assessment.
TIAA, a Fortune 100 financial services organization, manages investments for more than six million clients, totalling more than 1.3 trillion dollars. According to Darrell Fernandes, the Head of Product Technology, the company’s success boils down to its operational strength — an area which Darrell is continuously improving. In Episode 43 of the Mik + One Podcast, Dr.
Our recently published Project to Product Maturity Assessment gives organizations a framework to assess the progress of this massive undertaking. By answering seven easy multiple-choice questions, they find out where they are in their journey and get recommendations on how to advance.
