Achieving Collective Purpose

“The best teamwork comes from [people] who are working independently toward one goal in unison.” — James Cash Penney JC Penney’s wisdom on teams is undebatable - writing about the benefits of great teamwork seems redundant. We all know that great things are produced by great teams and that a great team is always greater than the sum of it’s parts. However, in software development...

Agile Change or Adoption Always Starts with Why

Your organization has decided to become more “Agile.” Why? As we learned in a previous blog post, “Because Our Competitors Are” is not a valid – or sensible – reason. Before embarking on a change, adoption, or improvement program, you need to know the...

Refactoring: 4 Key Principles

Learn more about transforming people, process and culture with the Real Agility ProgramI believe in refactoring.  The Agile Manifesto holds that The best architectures, requirements and designs emerge from self-organizing teams. The quality of our software systems...

Simplicity

In 201x, the global financial markets collapsed. Reason: mortgages were given to people who couldn’t afford them. This debt was then repackaged and sold to banks and other institutions as good debt. (“The Big Short” by Michael Lewis is an excellent indictment...

Overhaul to "It’s not just standing up"

Jason Yip has overhauled his definitive article on running stand-up meetings. The update incorporates his latest understanding on what separates a valuable meeting from a waste of time, emphasizing the "walk-the-board" style of stand-up.

So You Think You Can Agile?

Your corporate organisation has just publicly declared it’s “agile,” but what does that really mean? Since the Australian Prime Minister announced, "The Australia of the future has to be a nation that is agile," we assume he is referring to our role as an...

Top 100 Agile Web Sites

Oikosofy have written this list of the top 100 agile blogs or web sites: http://blog.oikosofy.com/100-top-agile-blogs-from-2015/ I think this is a really useful resource for people hence why i'm posting it here. I was very pleased to be on the list and...

“Because Our Competitors Are” is No Reason to Become an Agile Organization

Companies are starting to fall into a trap, and it goes something like this, “Our partners/competitors/… are Agile, so we need to be Agile.” Becoming Agile without a valid reason will harm your organization. I can’t state that any simpler. In the ‘80s...

The Top 10 Pitfalls of Agile Capitalization

As part of your agile transformation, have you engaged with your finance and accounting friends to include agile in their accounting practices? Maybe you read the Why Agilists Should Care About Agile Capitalization article and you’re trying to help your finance...

3 Simple Productivity Metrics for Agile or Waterfall

I want a number, a metric, that tells me how productive our teams are” challenged my former Head of IT, some years ago. Certainly, it’s a reasonable request to ask how productive a team (or a whole system) is. But first let’s look at the why behind the...

How to Create the FASTEST Teams

Over the last 30 years at work, I have observed many re-structures.  Some I was part of.  Some I created.  Some worked.  Some didn’t.  And some created only marginal benefits.  Others – in more recent years – were truly transformational and catapulted...

Enterprise Tipping and the Rules of Three

Enterprise tipping is NOT the corporate version of cow tipping, although it is fun to play with the analogy. ;) Consider rewriting the following description of cow tipping (Wikipedia) replacing “cattle” and “cows” with “business units.” "The urban legend...

Selling Value and Creating Safety

I did a post last week called ‘Are People Really Afraid To Change’. If you have a minute, go check it out before you read on… we’ll wait… I’ve never been skydiving. Almost went in my early 20’s, but when the time came to go, I didn’t have any...


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“Kelly is an Agile heavy-weight. He came in to assess my multi-million $ Agile development program which wasn’t delivering the right throughput. He interviewed most of the team and made some key recommendations that, when implemented, showed immediate results. I couldn’t ask for more than that except he’s a really nice guy as well.”

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