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Understanding Capability, Competence, and Capacity

Ever been confused over what people are talking about when they use the terms capabilities, competencies, and capacity? In everyday business communications these terms are often used interchangeably. Even the thesaurus and dictionary definitions suggest they are alternatives for each other. What is this about?

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The Lean Business Analysis Manifesto explained

In an age of digital disruption, when new start-ups are challenging incumbent market leaders from unexpected angles, when consumers and citizens are expecting more control over decisions that affect them, when the pace of change is still increasing, when we have to do more, with less, and faster … when we no longer have business[…]

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Four steps to agile risk management

While our delivery teams focus on designing, building, and testing product increments, we can pretty much guarantee that unforeseen events will interfere with their work. Once these have occurred, we call these impediments, because they block or impede work. While they are still just potential, we call them risks. It is good practice to identify[…]

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Barriers to agile transformation

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[…]

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How to use structured play for business to unblock creativity

If you have wicked problems to solve and you want another way to generate ideas or solve problems — brainstorming gets you part of the way. But have you considered gamestorming (structured play for business) as a way of unblocking your creativity and getting the ball rolling?

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Agile Project Management in easy steps

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.[…]

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Take two goals into a sprint? Creating a focus on improvement as well as delivery

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[…]

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It’s structure, not culture, that kills change

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[…]

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Waterfall projects are more successful than agile projects?

Waterfall projects are more successful than agile projects. Wait! What? For a university paper I am currently writing, I revisited the 2013 Chaos Manifesto. This report marked a watershed moment in the long history of the Standish Group and their biennial Chaos Reports that chart the factors that make projects successful. What stood out for[…]