Comments on: Using Agile to Run your entire company

By: Travis Weisleder

Travis Weisleder — Thu, 25 Jun 2009 16:04:19 +0000

Ed / Kevin,

Glad to see that you have moved to the Agile approach and the book was a good read. I hope business is continuning to blossom for you all.

Travis Weisleder

By: Josh Nankivel

Josh Nankivel — Thu, 30 Apr 2009 23:00:26 +0000

This is great stuff, but give us some examples! I personally know the power that an iterative approach to product development and project management can deliver, but it would have been great if you would have cited specific examples demonstrating this.

For example, I have seen how placing a software prototype in front of the customer on a monthly basis with each sprint drives clear communication, uncovers hidden requirements, and delivers a ton of value.

Give us an example!

By: Jon Olen

Jon Olen — Thu, 30 Apr 2009 18:24:34 +0000

I think that you are right that this really is the best way to run a business and my guess as to why more companies don’t try – it’s really hard. It really is a fine line between being agile enough to stay flexible and not turn into a workplace with no rules. Employees need to know what is expected out of them, but giving them specific guidelines just hinders creativity and the drive to develop great concepts when they are not “on the clock”.

So it is not easy to create this environment, but if you can manage it really makes for a great company model because you get things done, can get them done with the most up to date ideas and technologies, and all while keeping your employees happy by giving them constant challenges and not setting a ceiling for success.

And here I think Ed offers ideas on how to meet the challenges of this model, by being transparent. Total Attorneys is a great example of how to actually pull this off, and our current success just lends to the idea that you need to operate this way if you want to stay at the top of your class.

By: Vanessa W.

Vanessa W. — Thu, 30 Apr 2009 18:05:42 +0000

My favorite part of being part of an agile company is seeing quick results. By having short/focused sprints we are able to see tasks/projects finish relatively quickly without interruptions. Being agile also helped our team determine true priorities.

By: Chelsey Lambert

Chelsey Lambert — Thu, 30 Apr 2009 18:01:38 +0000

Agile in the Start up Phase:
Agile is hands down the best management style we could have chosen for our new Total Practice Management Association, formed in late 2008. The start up phase of a company is a heavy undertaking for anyone to begin with. Trying to predict the future and plan into the years ahead for a product or organization is just not practical. Especially in the roller coaster economy we reside in today. Without true proof of concept or guarantee of profitability how can one plan resource allocation, and internal hierarchy when the business is in its infancy? Let alone feature requests that may not even be applicable to your audience once in use. We have found that by conducting daily “Team Huddles” working toward no more than 2-4 week long goal sets, allows us to re-prioritize on a daily basis, and take advantage of opportunities, and client feedback right when they arise, instead of waiting to work on new items until we are finished with what’s already on our plate. Team members feel empowered to enact change and run with new projects in this structure so less administrative approval is needed as that happens during daily meetings. Quality also improves because the team leaders feel a sense of pride and ownership in the end result.

Proof:
The processes we follow have allowed the Total Practice Management Association to breathe and grow to the size of an organization in it’s 2nd or 3rd year within months. Total PMA is less than 5 months old, holding the Get a Life conference for over 350 people 26 days from now, accompanied by the launch of a 40 page magazine, and membership numbers already climbing into the hundreds.

By: Beth Bond

Beth Bond — Thu, 30 Apr 2009 17:56:02 +0000

The kind of transparency you’re able to achieve working with the Agile business model is one of the biggest reasons I would see to switch over.

Time lines are clearer and the improvement in communication amongst team members make sure everyone is on the same page and knows where the project is headed… or, should you need to switch tracks, everyone is ready for it at any time.

Reading “Getting Real” is applicable to everyone. Whether you run a technology company or work in the sales/customer service industry, these methods improve day-to-day operations and empower you to take ownership of the projects you’re involved with.

Only touched the tip of the Ice-Berg but am a fan of what I’ve seen and experienced so far!

A Big shout out to 37 Signals and Ed to bringing this to Total!

back to work…

By: Kevin A. Buscemi

Kevin A. Buscemi — Thu, 30 Apr 2009 17:38:49 +0000

Nicely put Ed!

I think your insight is something that should and hopefully be the new module of business success. Staying on your toes and adjusting is the way to better success.

What some fail to realize is that by the time you finish with that original plan, nothing is the same and everything has shifted; and now you’re either worse off or could be doing far better than you are currently.

I understand business need plans, but keep them immediate. The plan that works today will most likely not work 5 years from now; maybe not even next year. The world is an ever changing place. So why waste that time planning? Keep those future plans to a minimum, stay on your toes, and instead of plan, plan, plan…adjust, adjust, adjust!

I’m on aboard Mr. CEO:-)

By: Bill Kenefick

Bill Kenefick — Thu, 30 Apr 2009 17:17:32 +0000

I agree, and I feel that the Agile method is further enhanced based on the direction the web and web-technology has headed. The concept of social-networking software, shared space and technologies I feel grease the wheels of an agile-driven company. Also, the benefits of having data, communication and tools shared online (and also archived) makes it easier to run production quickly and communally. In other words, we’re not buried in papers, or erasing each others whiteboards anymore!

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Twitted by TIFFLS — Thu, 30 Apr 2009 17:14:26 +0000

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By: Tristan Milner

Tristan Milner — Thu, 30 Apr 2009 16:48:08 +0000

Moving from Waterfall project management to Agile has been a breath of fresh air for me and a wholly more intuitive discipline. As a project manager I feel liberated, free to flex and sprint, not bound by process or weighed down my cumbersome documentation.

Its empowerment of team members is particularly rewarding (for me and for them), to see a team grow and express itself in short order is gratifying.