David Morris on Lean Leadership, Change, Governance, and Coaching
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. … Continue reading Agile Project Management in easy steps
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 … Continue reading It’s structure, not culture, that kills change
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 … Continue reading I want the impossible: Good, Fast, and Cheap
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.
This talk, which followed my article 'Bringing sexy back to governance', was presented at the 2012 BA Development Day conference, and covers what we mean by governance, what the fifty shades are, and what we can all do about it – in short, this is a call to action for lean governance. Background I worked on many early agile projects and introduced agile practices … Continue reading Fifty shades of governance
Have you had enough of bloated, slow-moving, toothless governance processes that cost more than the value they add and impede flow of good projects without intervening on bad projects? In this article, I talk about how it should be different and float the ideas that should lead to a leaner governance more fit for the 21st century.
As I have worked on the 'Agile Extension to the Business Analysis Body of Knowledge' over the last year, I have repeatedly come across the assertion--by many agile practitioners--that we no longer need gate meetings on projects. From my experience in leading project governance this confused and concerned me, so I have looked into this and believe I have discovered why … Continue reading In Defence of Gates
As the first year in the new millennium draws to a close, I’m looking back and reflecting on the journey we’ve been on over the last 15 months. When the two Pauls and I agreed to give up the relative safety of contracting and start a business together, we knew it was a big step--and … Continue reading Reflections of starting a new company