Agile

This category contains 138 posts

When certainty is absent

Among all the noise about Brexit, one line I keep hearing is that “businesses need certainty”. We can read this message from the British Chambers of Commerce, from the Confederation of British Industry, and it’s a message the Chancellor has repeated, too. Undoubtedly certainty is helpful. But those who run businesses deal with uncertainty all … Continue reading

Opening doors for positive people

The other day I bumped into a colleague whose responsibilities include something I often have to manage—encouraging people to change the way they work. She described her new team, including the familiar situation of having a number of people who were skeptical of any change, or who were otherwise reluctant to do so. But she … Continue reading

Lightening the delivery balloon

I’d love to say all the projects I’ve ever worked on have run perfectly smoothly, but that would be a lie. There are plenty of times I’ve been involved with a project where a deadline is looming, and as we get closer and closer we have to ask harder and harder questions about what to … Continue reading

Act on priorities, or expect to be late

If you can’t do the most important project work first, expect to overrun. Doing project work generally yields any of three results: either you complete the work in good time, you overrun, or more work comes out of it. They are not all mutually exclusive. The problem with projects is that work tends not to … Continue reading

Project management is about managing the unexpected

There’s a snappier title for this blog post, but it’s not mine. It comes from Tim Lister, who says: “Risk management is project management for grown-ups”. This is in his book, co-authored with Tom DeMarco, and also the title of his 2014 QCon London presentation. And maybe that’s all there is to say… but the … Continue reading

Informing the bereaved product owner

I once worked with the CEO of a company with too many products, and he took it upon himself to cut down the product portfolio dramatically so that the company could focus on what was most worthwhile. During one such meeting someone must have said how it was going to be very difficult to tell … Continue reading

The map is not the territory

My daughter and I are currently reading Lemony Snicket’s very entertaining “Who Could That Be At This Hour?”, a book in the series of “All The Wrong Questions”. And there is a constant refrain I think is very useful: The map is not the territory. The book tells the story of Mr Snicket’s apprenticeship as … Continue reading

Agile frameworks do have some merit

Last week I came across a post by my friend Kelly Waters, in which he bemoaned the many competing Agile methodologies, and said that he thought “the best advice is to go back to basics and apply those basic principles without layering over them a whole tonne of processes“. I agreed, but didn’t add my … Continue reading

Feedback happens, whether we respond or not

The other day I was listening to BBC Radio 4’s Thinking Allowed, which on this occasion focused on “Platform capitalism”. This is the world of Uber, AirBnB, and TaskRabbit, in which the company in question acts as a broker between those able to offer a service and those seeking it. Being Thinking Allowed it focused … Continue reading

Delivering incremental value in an investigation

How do we tackle a piece of investigation in an incremental manner? It’s much easier when we’re delivering a tangible thing—we stand up at our show and tell, and say “Last time we showed you we could do X, now we can show you we can also do Y.” But for investigation work it’s not … Continue reading