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When we are confident that we know everything, certain that our perspective is correct and our plan is good, we miss things. Sometimes these things are critical.

This part I of a three-part series will focus on goals. We’ll examine how the goals set out in the EBM guide correspond to the Scrum Guide and some tools and formats for setting workable goals. Part II will focus on experimentation, and Part III will focus on measurement.

In this blog post, PST Ravi Verma shares tips on how to manage outcomes with Evidence-Based Agility

We've all had challenges with various stakeholders coming to us with a whole bunch of different information and wanting a whole bunch of different things. Who do I listen to? What’s most important?

A common trend among Scrum practitioners that learn about the Kata the first time is to build bridges to something familiar, in this case Scrum. We often hear similar questions such as "Is a Kata a Sprint?", or "How long is Kata?". For that reason, I have a put together a quick follow-up video to discuss the differences between Scrum and Kata.

The latest EBM (Evidence-Based Management) guide makes a reference to the Improvement Kata as a way to practice scientific thinking for value-based metrics. That Kata consists of 4 basic routines and was popularized for many years by Mike Rother.

Many years ago, when I began working with clients on full-scale agile transformations (beyond the team-level or product perspective), I realized that organizations would benefit from a practice that help them experiment toward more agility. As a result, I crossed paths with the world of Kata.

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.

Even though applying agile processes in that context is often a good and valuable idea, business agility is a much bigger term than that. It means how well an organization is equipped to react to market changes, merging customer needs or other factors that impact the business as a whole. 

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.

Bob and Carl Ferro are the proud owners of Nick’s Bar and Grill in Hollywood Beach since 1980 and this place is an institution in this South Florida beach town to say the least.

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.

I often wonder about the Trustpilot reviews straight after a workshop. Did I entertain? Did I perform? Were attendees satisfied? Are attendees inspired? It matters. I just think it matters more if the workshop made a difference to the work lives of attendees. I can't take credit. The client does the hard yards.

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.

Empiricism means working in a fact-based, experience-based, and evidence-based manner.

A pair of recent findings from the Standish Group confirm the astonishing success and cost savings of Agile approaches over waterfall.

An analogy I can think of is... I want my dart to hit the dart board, and not necessarily the bull's eye.... as it calls for a lot of details which apparently is missing during estimation.

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.