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[…]
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[…]
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[…]
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.
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.
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.
When we need to communicate the status of something easily or urgently, especially when there is risk involved, then a simple colour-coded system based on traffic lights is often used … known as traffic-light or RAG rating.
Ever wondered why big organisations seem so risk-averse and rely so much on heavy-handed governance to protect themselves from spending shareholder money unwisely? Did you also ask yourself why this approach simply introduces a different type of risk, and is there a better way? If so, read on …