Agile? Say No to Project Managers
Apologies in advance for dogpiling on Anthony Mercino’s work at Vitality Chicago. Anthony has been riffing on the latest report on the state of project management by the Standish Group,
Author: Bry
Transitioning from Waterfall to Agile
According to the Standish Chaos report, 13% of Waterfall software development projects succeed. This compares with 42% of Agile projects. It’s no wonder so many people want to jump on
Agile Doesn’t Use Critical Path
So this happened. Recently, I was working with a system integration consultancy, not surprisingly, on a system integration project. The SI decided to adopt a Wagile approach, where Waterfall and
Dashboards and Reporting
Reports and dashboards are common in most organisations, with reports serving an historical and archival function, and dashboards facilitating active process management. Dashboards are essential for anyone actively monitoring a
Vive la différence
In my travels, I’ve noticed that too many companies don’t seem to understand certain fundamental methodologies and roles. I’ve written at length how enterprises fail to grasp what’s meant by
Agile Short: Customer Satisfaction
In this series, I am going to share my perspective on each of the 12 principles underlying Agile. Our highest priority is to satisfy the customer through early and continuous
Agile is not a project management framework
Spoiler Alert: Agile is a software product management framework. Many companies read about the benefits of Agile software development and want to employ it as a project management methodology. Somehow,
User Inexperience
In my zoo of pet peeves, poor user experience and its first cousin, human interface design, are among the biggest. What makes it worse, every time I view another poor
Employment Recruiters
I’ve been actively seeking employment. As well as networking and reaching out to companies myself, I have been working with recruiters. Let’s just say, your mileage may vary. Of the
Innovation Station
Apologies in advance for the quasi-Schoolhouse Rock reference, but it’s too late for that. In today’s segment I discuss innovation. Organisations want innovation, and some claim to be innovative, but