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Part I of this Evidence-Based Management (EBM) blog post series covered a general introduction to show how evidence-based management can be a powerful instrument when being used in agile transformations.

Katas and patterns go hand in hand and so does the Agile Transformation Kata (ATK) harmonize very well with the organizational change patterns published for example by Mary Lynn Manns and Linda Rising in their book  More Fearless Change.

Just to set the scene, I haven’t figured this out yet. I can tell you my story, in all its ugliness. It’s based on a real story, but it’s changed significantly from reality to protect the innocent. I hope you still find my account useful.

The term Agile Transformation is often mingled together with a series of other things, for example a business transformation or a digital transformation. These are however very different things.

Imagine for a moment what frequently asked questions around agile transformations look like. Which questions do you hear most often as it seems agile transformation has been a hot topic lately?

For executives and for change agents who deal with executives in large contexts ...

An executive is a person who owns the strategy or sets the direction of travel or sets justifications for spending. This exec could be the Product Owner for a chunk of the organization.

Gathering the metrics for Evidence-based Management in software organisations can be a strenuous task and I have a number of customers that are fretting on what to collect and from where.

A few weeks ago I headed out to the Scrum.org offices in Boston to participate in training to hone my skills as an Evidence-based Management Consultant.