• Why Switzerland is Perfect for Agile
  • Switzerland is often regarded as a traditional country that lags behind other countries in adopting new trends and concepts, on both business and technological levels.

  • Agile, more than ever
  • No, this is not another blog post trying to sell you the idea of “there’s also something good about this mess”. But truth be told, people don’t normally change until there’s something (like this!) pushing them towards change.

  • They did it!
  • We’ve seen many fail, we’ve seen many trying and we’ve seen many succeeding! Here are some conclusions from companies who mastered the Agile practice to a level that’s good enough to yield business benefits.

  • Agile and Leadership
  • Having discussed the idea of Agile with lots of senior leaders, one conclusion emerged: Agile is actually a form of leadership. Actually it’s better: it’s leadership with instructions!

  • What is Fake about Agile?
  • ▸ There is no planning is Agile ▸ There is no documentation in Agile ▸ Train people on Agile and they be able to do Agile ▸ Get a coach and he/she will fix all the problems ▸ Agile only works for IT ▸ You can learn Agile by attending a training course ▸ In time you will master Agile

  • Curiosity is the New Normal
  • More and more adults probably feel like children in a complex business world that doesn’t look like anything we’ve seen before. Like children, we try to make sense of the surrounding world and the best way to do this is with a sense of curiosity.

  • The Danger of Busyness
  • For many of us, we operate in a predominantly knowledge-based world. Which means that the final result of our work is not always visible.

  • How to Take More Risks
  • Almost everybody I’ve ever worked with thought of me as being a bit paranoid. I kept telling them that I’m just really good at and focused on risk management. So, what is the difference between being paranoid and risk management?

  • Business Optimisation Guidelines
  • Hopefully the title while trying to stay positive and polite, says it all. During tough times all businesses must take measures and adjust accordingly. Unfortunately, too many times we act out of fear, desperation or because we’re under pressure.

  • Agile, Scrum and Kanban
  • Agile is known and used today under different names and flavors. Scrum, Extreme Programming, Kanban, Spotify Model, SAFe, etc. But what’s the difference? Is one more agile than other?

  • What The World Will Look Like In 10 Years
  • The funny thing about predicting the future is that we surprisingly…generally get it right! Some details might be hard to foresee but we tend to get the big picture quite accurately.

  • Emotional Intelligence - Explained in just a few words
  • A simple model of Emotional Intelligence is what do you see and what do you do about yourself and about other people. If you’re really concerned about the topic you should be thinking more about applying it rather than reading about it.

  • Don’t do Agile! Be agile!
  • Call the month a sprint, call the day one story point, drink your coffee in the morning standing up and send burn-up/down reports to management. Done! You’re doing Agile now! But surprisingly you don’t deliver more results (maybe even less), your customers are not delighted and the team is pretty frustrated because of this "our-kinda-agile".

  • Benefit Realisation in Agile Projects
  • We talk a lot about benefits realisation in project management and probably even more about Agile. But what about the two put together? Many agilists would probably laugh because, for many of them, agile equals delivering benefits so something like “delivering benefits with Agile” might sound a bit obvious. But let’s look at some details.

  • Crazy about management? You should try some Agile
  • Who doesn’t automatically dismiss management as the mother of all evils. Maybe personal frustrations, failures or traumatizing experiences are making us look at management as something old-fashioned but doing Agile today maps quite well on what management theory proclaims.

  • Managing Big Data Projects in an Agile Way
  • Like Agile wasn’t big enough as a buzz word, let’s mix it with big data. Joke aside, doing Agile when engaged in big data projects is almost a must. Of course, other options are also available but Agile practices and techniques are much more suitable for these sorts of projects.

  • Is DevOps Possible Without Agile?
  • A few months ago, I was having a coffee with a fellow Agile Coach talking about DevOps when he suddenly says “what is DevOps anyway?”. To which I replied, “You’re right!”. Sounds like a joke? It’s not! In IT projects DevOps is nothing more than pure Agile implemented properly.

  • Design Thinking, Agile and DevOps
  • Debatable some would say, but this will help you get the idea once and for all.

  • Five Reasons Why Agile Implementations Fail
  • Obviously, this is highly debatable. And if you ask a bunch of people you’ll probably get a lot more reasons for which Agile implementation fail. And yes, it’s Agile implementations that fail. Not Agile! This is a compilation based on our extensive experience in trying to make Agile work.

  • Becoming Agile with ShuHaRi
  • Too often people believe in magic. And, considering the amount and size of unreal expectations, the land of magic is called projects. It’s when we realize that magic doesn’t exist that we turn to terms like “over budget”, “behind schedule” or “unsuitable methodology”.

  • Moving from Silos to Cross-functional Teams
  • Silo is a term used frequently to describe a team who works isolated from the rest of the world. The only interaction is transactional: they receive some inputs and must produce some outputs. There are multiple interpretations of the term but we’ll settle for this one. Cross-functional teams is a concept that we’ll explain a little later after we’re done with the whole silo approach discussion.

  • How do You Become Agile as an Individual?
  • Every time I deliver a course I like to ask the participants why they want to learn about Agile. I guess that’s a pretty common question for an Agile class. Except, in most cases, I tend to repeat two or even three times the “why” question. One of the most thrilling experiences of delivering a class is to discover the “why” that makes somebody sit down and listen to you for two or three days in a row.

  • Agile Implementation Roadmap
  • This is just an example of how an Agile implementation would look like. This is supposed to illustrate two main points. It takes more than just attending a 2-day class to actually do Agile in an organisation Implementating Agile takes time! This is for 6 months but it normally takes longer. Not to mention that it never really ends.

  • Agile + PMO = Love
  • But then, love is always complicated! This is a topic that will probably not catch a lot of attention. Because those who do Agile don’t want to hear about PMOs (too rigid, tend to kill agility, useless, etc.) and those in PMOs don’t want to hear about Agile (no planning, no documentation, no management, etc.).

  • Becoming a True Customer-driven Organisation
  • I actually asked at some point one of my customers this question. Why do you want to become a customer-centric organisation? What I got straightaway was a simplistic and superficial “are you crazy, what else would we do?”. I am not trying to make a case against becoming customer-driven, I am merely trying to understand the reasons why you would do it.

  • Kaizen is…
  • Kaizen is word we love a lot in the Agile world. It is more like a philosophy and it means we should always try to improve everything. Kaizen is about small, incremental improvements that derive from experience, observation or creativity. In a sense, doing Agile is very much about improving.

  • Improving Team Efficiency
  • Everybody today talks about efficiency. It’s become the topic of the day fuelled by rumours of old companies not keeping up with young start-ups or even more apocalyptic the rise of artificial intelligence. Regardless of why you want to do it, it is crucial topic that might just make the difference between being a success or a flop.

  • Why Learn Agile?
  • Business results? Professional career? Why you should learn Agile.

  • Waterfall vs. Agile vs. DevOps
  • Understand how different approaches look at delivering project work.

  • What Agile Really Means for Project Teams and Organisations
  • Doing More with Less. If you had a penny for every time you heard that… Coincidence or not most of the talk about agile started to be seriously considered exactly when people started to ask for more with less. Indeed, when done right, agile practices do deliver more results with less resources.

  • Top 5 Agile Concepts You Really Need to Grasp
  • To many people Agile is just another approach to project management, another set of methodologies which means applying different processes to achieve the results. And it is that too, but it is much more than that!

  • The Lack of Leadership Leads to Management
  • When confronted with the alternative of being more self-organising, decision-making and accountable people tend to blame management for not giving them enough freedom or trust. Which might be the same thing, in fact!

  • The Challenges Project Managers Need to Overcome When Going Agile
  • With Agile and Scrum, the process or framework is the easy part, while the ‘soft part’ - the people and culture, is much more complicated. This is because they rely much more on people and values, unlike more methodology-driven processes that are learnt until you can do them.