I kdy\u017e se agile st\u00e1v\u00e1 pomalu standardem, v organizac\u00edch po\u0159\u00e1d p\u0159e\u017e\u00edv\u00e1 spousta nedorozum\u011bn\u00ed. Tyto m\u00fdty \u010dasto nevypl\u00fdvaj\u00ed z nedostatku znalost\u00ed, ale sp\u00ed\u0161e z nepochopen\u00ed z\u00e1kladn\u00edch princip\u016f agiln\u00edho sv\u011bta. Mnoho t\u00fdm\u016f st\u00e1le spol\u00e9h\u00e1 na rychlost dod\u00e1vky jako hlavn\u00ed metriku pro m\u011b\u0159en\u00ed \u00fasp\u011bchu. Velocity je zaj\u00edmav\u00fd indik\u00e1tor, kter\u00fd je ale \u010dasto zav\u00e1d\u011bj\u00edc\u00ed. Rychle neznamen\u00e1 l\u00e9pe. V\u011bt\u0161\u00ed rychlost nem\u00e1 \u017e\u00e1dnou spojitost s v\u011bt\u0161\u00ed hodnotu. V agiln\u00edm sv\u011bt\u011b jdeme \u010dasto rad\u0161i pomaleji spr\u00e1vn\u00fdm sm\u011brem, ne\u017e rychle \u0161patn\u00fdm sm\u011brem. V agiln\u00edm sv\u011bt\u011b \u010dasto nev\u00edme jak konkr\u00e9tn\u00edho byznysov\u00e9ho c\u00edle dos\u00e1hnout. M\u00e1me spoustu mo\u017enost\u00ed co bychom mohli d\u011blat, ale nev\u00edme, kter\u00e1 z nich zafunguje. A tak to jedin\u00e9 co s t\u00edm dok\u00e1\u017eeme d\u011blat, je spolehnout se na zp\u011btnou vazbu od z\u00e1kazn\u00edk\u016f a spole\u010dn\u011b hledat co p\u0159in\u00e1\u0161\u00ed nejv\u011bt\u0161\u00ed hodnotu.<\/p>\n
A to cel\u00e9 se samoz\u0159ejm\u011b n\u00e1sob\u00ed ve v\u011bt\u0161\u00edch produktech. \u00dasp\u011bch scalingu nen\u00ed jen o aplikaci agiln\u00edch praktik na v\u00edce t\u00fdm\u016f pracuj\u00edc\u00edch paraleln\u011b na stejn\u00e9m produktu, ale o slad\u011bn\u00ed firemn\u00ed strategie, stejn\u00e9 vn\u00edm\u00e1n\u00ed hodnoty a synchronizace pr\u00e1ce nap\u0159\u00ed\u010d celou organizac\u00ed. Dobr\u00e1 definice value stream\u016f je kl\u00ed\u010dem k \u00fasp\u011bchu a to, jak jednotliv\u00e9 t\u00fdmy p\u0159isp\u00edvaj\u00ed k dosa\u017een\u00ed organiza\u010dn\u00edch c\u00edl\u016f je dobr\u00fdm ukazatelem, \u017ee jdeme spr\u00e1vnou cestou. Sna\u017e\u00edme se m\u011b\u0159it business hodnotu (outcome), ne jen v\u00fdstup pr\u00e1ce (output). Proto st\u00e1le \u010dast\u011bji m\u011b\u0159\u00edme nap\u0159\u00edklad jak t\u00fdmy dosahuj\u00ed byznysov\u00fdch OKRs, NPS a spokojenost z\u00e1kazn\u00edk\u016f nam\u00edsto ji\u017e zm\u00edn\u011bn\u00e9 velocity. Na \u00farovni t\u00fdmu se d\u00edv\u00e1me na ukazatele jako je cycle time, lead time a flow efficiency, kter\u00e9 l\u00e9pe reflektuj\u00ed celkov\u00fd v\u00fdkon syst\u00e9mu.<\/p>\n
Mnoho organizac\u00ed tak\u00e9 v\u011b\u0159\u00ed, \u017ee jakmile implementuj\u00ed framework jako nap\u0159\u00edklad Scrum, transformace kon\u010d\u00ed. Agile je ale nekone\u010dn\u00fd proces p\u0159izp\u016fsobov\u00e1n\u00ed a zlep\u0161ov\u00e1n\u00ed. Implementace frameworku je jen prvn\u00edm krokem, kter\u00fd m\u016f\u017ee va\u0161i cestu nastartovat. Skute\u010dn\u00e1 agilita znamen\u00e1 hlub\u0161\u00ed kulturn\u00ed zm\u011bnu, a ta trv\u00e1. Agiln\u00edmi se stanete tehdy, kdy\u017e neust\u00e1lou zm\u011bnu a hled\u00e1n\u00ed zlep\u0161en\u00ed p\u0159ijmete za sv\u00e9. Ostatn\u011b i skv\u011bl\u00e9 samoorganizovan\u00e9 t\u00fdmy se pot\u0159ebuj\u00ed neust\u00e1le zlep\u0161ovat aby takzvan\u011b neusnuly na vav\u0159\u00ednech.<\/p>\n\n\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
I kdy\u017e se agile st\u00e1v\u00e1 pomalu standardem, v organizac\u00edch po\u0159\u00e1d p\u0159e\u017e\u00edv\u00e1 spousta nedorozum\u011bn\u00ed. Tyto m\u00fdty \u010dasto nevypl\u00fdvaj\u00ed z nedostatku znalost\u00ed, ale sp\u00ed\u0161e z nepochopen\u00ed z\u00e1kladn\u00edch princip\u016f agiln\u00edho sv\u011bta. Mnoho t\u00fdm\u016f st\u00e1le spol\u00e9h\u00e1 na rychlost dod\u00e1vky jako hlavn\u00ed metriku pro m\u011b\u0159en\u00ed \u00fasp\u011bchu. Velocity je zaj\u00edmav\u00fd indik\u00e1tor, kter\u00fd je ale \u010dasto zav\u00e1d\u011bj\u00edc\u00ed. Rychle neznamen\u00e1 l\u00e9pe. V\u011bt\u0161\u00ed rychlost … Continue reading “Nev\u011b\u0159te v\u0161emu: Agiln\u00ed organizace”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[6],"tags":[272,301,200,110,7,65],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/1198"}],"collection":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/comments?post=1198"}],"version-history":[{"count":0,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/1198\/revisions"}],"wp:attachment":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/media?parent=1198"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/categories?post=1198"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/tags?post=1198"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}