A common impediment I hear when introducing Agile ways into an organization is “I don’t have time for...(fill in the blank with any Agile related practice).” It’s a universal refrain from Agile neophyte managers and team members alike. It’s also a myth.
I'd like to share some thoughts that I believe support the claim in the title of this post. At least in the spirit of what an Agile way of working could mean. […]
One of my clients recently asked, “What value is Agile bringing?" Another client asked, ""How will we know if we are succeeding with Agile?" Success shouldn’t be about doing or even being Agile. It should be about the “value” created and delivered to all stakeholders.[...]
Start with why? Absolutely yes. But don’t stop there. “Why” isn't enough. “Why” is only part of the story. A good story has a beginning and an end. A coherent “Why” bridges the gap between start and finish. [...]
Six words that capture six states that one goes through before they take responsibility for something. Simple on the surface but hard to do. A minute to read, a lifetime to master. It explains why my natural inclination is still to blame my wife first whenever I lose something. […]
One of my favourite Agile principles is "Simplicity--the art of maximizing the amount of work not done--is essential." When introducing Agile ways of working into an organization, you can either wrestle with a raging bull or work like an assiduous ant. Go small or stall. […]
In my last post, I touched on ORSC's Third Entity as a tool to uncover and address the relationship gaps that can exist in an organization undergoing change. Gaps that include fuzzy reasons for change, lack of vision partnership and a status differential that perpetuates the hierarchical divisions between management, staff and the layers in between. Gaps that can impede, halt and even regress the progress and effectiveness of a system-wide change like moving to agile ways of working. But why do those gaps exist in the first place?