Tyranny of the Clock Face

Why do people schedule meetings and work-session into an arbitrary constraint of one hour blocks? Are we not capable of looking at the purpose and expected outcomes of the gathering and then estimating the appropriate duration needed to achieve the outcome? Do we not account for the cost and waste of having to reset context each time we meet and get to a partially finished state. It is the tyranny...

It is not about Sprint Zero; Think Sprint-N

There is a good dialogue on the topic of Scrum's Sprint Zero going on at [email protected]  If you follow the group you will surely learn something about Agility.  It will just seep into your pores.  Go right ahead - click the...

A trick for motivating people

If you're task is to motivate people - you may be surprised that you will fail very often. Invert your thinking.  Figure out, how do you not demotivate people?  It is easier to not demotivate people than to motivate them.  Here Jim Collins...

Change is easier with FUN!

OK - I've got to remember to bring the FUN. That's what empowers changing behaviors. Not Power-Points, not mission statements, not a list of 10 things you don't know, not a study done at Stanford. It's pure Fun!100 Things You Should Know About People: #13 —...

What belongs on the Task Board?

I wonder about these questions a lot - what types of task belong on the task board?  Does every task have to belong to a Story?  Are some tasks just too small?  Are some tasks too obvious?  Obviously some task are too larger, but when should...

What are the Principles?

The agile reboot is underway... the company says it is using "Agile" yet there is no methodology/process/framework that defines "Agile" is there.  So it is not a very valid statement to say we do Agile.  Agile is a philosophy - defined by 4 comparative...

Exercise:: Definition of Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well...

How to launch a corporate Agile library

One simple initiative each Agile Transformation can make is to create a book lending library focused on Agile processes, organizational change, learning organizations, best engineering practices in software development and other topics.  Since this topic of...

No test – inconceivable. Not Technical Debt.

Technical DebtThe software term "technical debt" is getting a lot of play on the air waves.  But I do not think we are using it the way Ward was when he invented the term (a metaphor) to explain to his buisiness team why creating software fast to get feedback...

Be or Be Not; there is no Do in Agile

Why do we practice this thing we call Agile?  Is it for the results it provides?  I've been working with companies and people that use the "A" word in many different ways.  Sometime the word is used as if it were a method of working.  "We are...

We have the best tools – why do we not use them?

See Also:  13 Agile Tools to Use. I was observing a Scrum daily stand-up for a new team the other day - here is one observation I had.  At the end of the stand-up the Scrum Master asked the team who was going to update the burndown chart today. ...

Agile: organization, movement, or philosophy?

I referred to Agile today as a philosophy in a conversation with other Agile coaches.  I got a little push back.  So it made me think - is that the right word for the thing that has resulted from the Agile Manifesto? No.  I may want it to be...

A Burndown chart that radiates progress

Here is a visual example of a team learning the value of a Scrum Sprint Burndown chart.  To give some context to the images below - the team did a 3 day workshop on Scrum between sprint 1 & sprint 2.  In this workshop we laid down some working agreements,...

There are 101 ways to approach anything.
To find the best way, sometimes you need expert help

What People Say

“Kelly revolutionised the way our digital department operated. A true advocate of agile principles, he quickly improved internal communication within our teams and our internal clients by aligning our business and creating a much enhanced sense of transparency in the decisions the business was making. Kelly also introduced a higher sense of empowerment to the development teams...”


“Kelly’s a leading program director with the ability to take charge from day one and keep strong momentum at both a program and project level driving prioritisation, resourcing and budgeting agendas. Kelly operates with an easy-going style and possesses a strong facilitation skill set. From my 5 months experience working with Kelly, I would recommend Kelly to program manage large scale, complex, cross company change programs both from a business and IT perspective.”


“Kelly is an extremely talented and visionary leader. As such he manages to inspire all around him to achieve their best. He is passionate about agile and has a wealth of experience to bring to bear in this area. If you're 'lucky' he might even tell you all about his agile blog. Above all this, Kelly is great fun to work with. He is always relaxed and never gets stressed - and trust me, he had plenty of opportunity here! If you get the chance to work with Kelly, don't pass it up.”


“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.”


“Kelly and I worked together on a very large project trying to secure a new Insurer client. Kelly had fantastic commercial awareness as well as his technical expertise. Without him I would never had secured this client so I owe a lot to him. He is also a really great guy!”


“Kelly came to the department and has really made a huge impact on how the department communicates, collaborates and generally gets things done. We were already developing in an agile way, but Kelly has brought us even more into alignment with agile and scrum best practices, being eager to share information and willing to work with us to change our processes rather than dictate how things must be done. He is highly knowledgable about agile development (as his active blog proves) but his blog won't show what a friendly and knowledgeable guy he is. I highly recommend Kelly to anyone looking for a CTO or a seminar on agile/scrum practices - you won't be disappointed!”


“Kelly was a great colleague to work with - highly competent, trustworthy and generally a nice bloke.”


“Kelly was engaged as a Program Director on a complex business and technology transformation program for Suncorp Commercial Insurance. Kelly drew on his key capabilities and depth of experience to bring together disparate parties in a harmonised way, ensuring the initiate and concept phases of the program were understood and well formulated. Excellent outcome in a very short time frame. ”


“I worked with Kelly on many projects at IPC and I was always impressed with his approach to all of them, always ensuring the most commercially viable route was taken. He is great at managing relationships and it was always a pleasure working with him.”


“I worked with Kelly whilst at Thoughtworks and found him to be a most inspiring individual, his common-sense approach coupled with a deep understanding of Agile and business makes him an invaluable asset to any organisation. I can't recommend Kelly enough.”


“Kelly was a brilliant CTO and a great support to me in the time we worked together. I owe Kelly a great deal in terms of direction and how to get things done under sometimes difficult circumstances. Thanks Kelly.”