In the Name Of
Imagine a world where a company started referring to their fry cooks as chefs or another calling their meter maids detectives. This mis-titling is already happening. Companies are hijacking the
Author: Bry
Transformation Transplantation
Recently, I was engaged in a conversation about business transformation and adoption—and the fact that transformations fail at a rate of 70-odd per cent. And even this is misleading because
Where does business architecture fit in?
I’ve been speaking to a lot of people from recruiters to hiring managers, and everyone seems to have their own sense of what business architecture is and what a business
Four Cs — Capability, Competence, Competency, and Capacity
I recently published an article where competence is a topic, and I’d like to tease out the difference between competence and competency. As a bonus, I’ll toss in capability and
Lessons Learnt at DataRobot
Yesterday was my last day at DataRobot. After almost a year of hope and employment, we’re parting ways. Although our divorce is mutually agreeable and as amicable as these things
In Defence of Project Managers
I’ve been a bit hard criticising project managers—or project management as a discipline—especially harping on the fact that 70 to 80 per cent of project-managed projects fail—the larger the project,
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,
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