False Promises of Agile Agility
Agile of Agile Manifesto fame fails to deliver agility in two primary use cases: diminishing marginal return of team resources and reduced agility with scale. Each of these is reason
Agile of Agile Manifesto fame fails to deliver agility in two primary use cases: diminishing marginal return of team resources and reduced agility with scale. Each of these is reason
As in Orwell’s dystopian 1984, SAFe reinvents terms to suit its needs and hijack words but not their underlying concepts. One of these terms is value stream. The reason is
Agile Coach and Agilista, Anthony Mersino, of Vitality Chicago, shared a blog post about the disadvantages of Agile that got me thinking. And when I think, I write. J’écris parce
Authenticity is a buzzword reentering the bullshit BINGO play board, so let’s talk about Agile in the context of authenticity. As I’ve discussed almost ad nauseum—or perhaps I’ve already crossed
I have several trusted colleagues and associates who are Agile and Scrum trainers, and I know they know what they are doing and offer quality services. This post is a
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
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
Is it ever okay to have a proxy product owner, and can a product owner role be filled by a consultancy, someone in IT, or some other non-employee? For those
Perusing job descriptions, I notice that a lot of companies have requirements for certifications. I am not talking about jobs for attorneys where they expect a law degree and bar