• 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.

  • 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.

  • The Ultimate Agile Assessment Guide
  • Let’s say you just heard about Agile and you want to explore the topic with the aid of an external coach or trainer. Your decision-making process to hire an external consultant or coach is the best Agile assessment tool you can possibly use. Here’s the ugly truth!

  • 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.