Giving up on Agile
As I’ve noted previously, I’ve given up wittering on about Agile and how poorly it is understood or implemented. Instead, I am going to focus on agility and the lack
As I’ve noted previously, I’ve given up wittering on about Agile and how poorly it is understood or implemented. Instead, I am going to focus on agility and the lack
In Agile, there is a concept of story points. Story points are used when an epic (or large story) is too complex to estimate in hours. Instead, story points are
Twenty years ago, I was an accidental presenter at a Siebel conference. My boss asked me to take his place a couple of days prior on account of conflicts. He
I was introduced to Agile in 2003 and fell in love. I haven’t used it since. Not even close. Since this summer romance, I’ve been forced to use a blend.
Allow me to clarify this assertion. Your enterprise Agile™ transformation will fail. Let’s not mention that 90-odd per cent of all enterprise transformations fail. And let’s not pretend that the
In my experience, enterprises say they want agility, but they have so little trust that they have to micromanage everything and then make excuses for it. These are the same
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,
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,
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
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