Community Blog

Some years ago, I was working with a team developing a new product at a technology company.  The team was concerned that their Time to Market (T2M) was too slow, and they believed that they would be able to improve it by automating their build-and-test process. Automating any manual process is usually a good investment to improve T2M, but I suggested that we should first look at their overall T2M using a very simplified value stream map to understand where they were spending their time. 

A few years back I wrote 2 popular posts that talked about the best Scrum Masters I ever worked with. This time around I am going to share some stories about the best Product Owners I have encountered. This post is about Gerry, the proxy Product Owner who was successful!

A few years back I wrote 2 popular posts that talked about the best Scrum Masters I ever worked with. This time around I am going to share some stories about the best Product Owners I have encountered.

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.

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.

THE (MIXED) BLESSING OF NEXTGEN REWRITES  About 10 years ago, I experienced the mixed blessing of being part of yet another nextgen rewrite project.

Organizations who don’t understand why they want to become Agile also often take the wrong path to get there. Agility requires empowering teams and helping them make decisions on their own, learning from their experiences as they go.

If this post resonates with you, please consider spreading the message so we can educate and inspire others.

This is the final post in a three part series. Please like, share,and/or comment.

This is the second post in a three part series. Please like, share and commentand I’ll be sure to update you when the next post in the series comes out.

Through my years of trial and error,  I have learned there is no one size fits all solution to transitioning organizations to agile...context is king!

Is there a way to help organizations move from a Change Transformations mindset to a Continuous Change mind set?

 

File this one under: “how do you do Sprint Reviews when you have lots of teams?”  Indeed, the traditional presentation format gets long, boring, and ineffective when you have more than a handful of teams presenting at a Sprint Review.

In the book Scaling Up Excellence by Sutton & Rao, they discuss two different ways to think about scaling: the “catholic or buddhist” approaches.

Does your company culture resemble Survivor? Do you have a culture in your organisation where individuals that help others are considered slackers for not getting their own assignments complete?

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.