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.
When we start out on a venture, of any kind, we hope things will run smoothly, we expect the ‘happy path’ / ‘sunny day’ scenario to be true. In designing our software, though, we know that we need to allow for alternate paths and exceptions. In the same way, when thinking about our projects, we should expect to be hit from left-field with surprises, and have ways of coping with those.
Announcing the launch of Sophorum, a business agility service for business analysis, coaching, team leading, new product development, business design, education, etc.
At last it has a name. Gartner’s pace-layered application strategy framework provides a model that allows waterfall and agile practices to live side-by-side.
Ever had issues defining scope, or struggled with the problems that arise when scope changes? This article explores scope in four dimensions, and how we can cope better.