What elements could lead to this failure?
What are the threats that could disrupt the smooth running of the project?
These reflections begin with an overview at the strategic level and the challenges of the project. Collective intelligence will then help to identify and describe the right level of detail of the risks and the solutions to be provided.
Let's organize our channel strategy in Yearly increment - Marina Bento & Stéphane Yapoudjian
Like many large organizations, Enedis faces a double constraint. Management asks business saudi arabia telegram data and IT teams to adopt an agile mode, often at scale, while maintaining traditional management with quarterly monitoring of objectives and budgets.
This cohabitation of two operating modes often leads to misunderstandings and requires significant rework. On the one hand, teams must continue to provide management with project indicators (progress, budget, deadlines, etc.). On the other hand, management, rarely trained in agile practices, struggles to meet the needs expressed by the teams.
To reconcile these expectations, Enedis has come up with a “Yearly Increment”. Inspired by the PI Increment model, this new body actively involves Management, with the necessary information upstream and the expected format of the output deliverables. It also allows Top Management to participate in this exercise, in order to note the operational implementation of the objectives and the quality of the restitutions.
Next: Focus on Lean
After exploring product management, feedback and risk practices, our series continues with a focus on Lean, an essential pillar for optimizing collaboration and efficiency within teams. In the next article, discover how Obeya breaks down organizational silos, how Lean promotes the identification of waste and how concrete methods can boost your processes. Now, let's take a look back at inspiring conferences from Agile en Seine 2024, which reconcile agility and Lean on a daily basis.