Following the 2015 success of ‘Agile Project Management in easy steps‘, I was asked to write a book on Scrum. Two years later it has now been published and will be available through most booksellers and websites, as well as electronically. However it was not a certainty that I would do this.
I have been quiet for a while, and this is largely because through the last nine months I have been completing my masters thesis on strategic business agility. This is vital today, as organisations face turbulence caused by so many factors like digital disruption, climate change, financial crises, regulatory change. Yet nearly two-thirds of organisations attempting to change struggle or fail on their journey. Why is this?
In October 2014 I shared how I would start work on the second edition of Agile Project Management in easy steps. The last few months have been hectic, with my MBA studies, and starting a new job; but finally, last week, we got the final edits completed and the manuscript files have been handed over to the publishers. We’re just waiting for them to finish proofreading and giving a green light before we can announce the publication date, but it looks certain to be in May 2015.
We’ve all heard the reports that tell us how multi-tasking is not effective, how context-switching causes us unrecoverable down-time. We know from this that we need to be more tightly focused on a single goal (per sprint), one that we can organise our work around, one that more easily helps us know that what we’re doing will deliver something of value. That’s good as far as it goes.
Now I’m going to mess with that. I’m going to suggest that each and every sprint should have two goals.
Are you attempting a large-scale transformation, taking your organisation on a journey to a leaner, fitter future so you can deliver delightful quality customer experiences responsively, seizing market opportunities or tackling problems even before they appear?
If so, then you’ve probably drunk the cool-aid that it’s all about culture, that you have to change the culture to make the change stick, that “culture eats strategy for breakfast“, that tinkering in the engine to give it turbo powers is useless if the driver doesn’t want to drive faster.