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 rationale behind that decision. So… why Agile? A traditional approach to answering this question might see the executive team going off-site...


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...

“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...

Taking Organizational Improvement Seriously – Case Study

(Presented as an accompanying case study to Part 4 in the Scrum Alone is Not Enough series.) In the previous post, we discussed how it’s not enough to practice Scrum at the Team level and expect that it will solve all problems. Senior Management has to get involved...

Red, Yellow, Green or RYG/RAG Reports: How They Hide the Truth

What is Red Yellow Green? Red-Yellow-Green (or Red/Amber/Green) is a status reporting mechanism used to help executives understand the current state of a project. Green means everything is good; we’re on track both with time and budget. In some cases, green means...

Scrum Alone is Not Enough

To be successful with Scrum in the long term you need more than the basic framework. This is intentional. Scrum provides the structure as a starting point, but it’s designed to work well when applied with other effective patterns. Like the Design Patterns movement...

Welcome to the High-Performance Teams Game

Your team is working on the World’s Smallest Online Bookstore, a site that provides the best results (just a few) for every search, not every result on earth. We’re a vulture capital funded company, so if we don’t deliver, our funding will be cut. So begins...

JIRA is Not Agile

I’ve heard people say, “We started using Jira and GreenHopper, so we’re Agile now”. Similar things are said of Rally, VersionOne, LeanKit, TargetProcess, etc. In making those declarations, it’s clear that they don’t understand Agile at all. At its core,...

ScrumMaster Tales – Stuck Waiting for Other Teams

John (ScrumMaster) and the team are humming along nicely building great new features for the SmallestOnlineBookStore. With the huge success of the first big release nine months ago, venture capital money has come flowing into the company. Significant investments...

Lifecycle of a User Story

User Stories are often used as a lightweight form of Agile requirement. Their goal is  to replace heavy weight-specification documents with “a Card, a Conversation and a Confirmation”. When people first discover User Stories it’s hard to see how they...

Stable Teams Really Do Matter

  For years now Rally has been performing a large ongoing experiment on the Agile world. As a side effect of providing one of the better known tools they’ve managed to see a lot of data accumulate about what makes an effective Agile team. In a report called...

Story Splitting – a Play – “Spike Sherman”

User Stories are a common tool used by Agile Teams to capture the spirit of a requirement without too much detail. Sometimes User Stories are too large for the team to complete safely in one Sprint. In fact, I recommend that you split the Stories  into small enough...

ScrumMaster Tales: The Team collaborate on Acceptance Criteria

Image Credit: robinsonma The team has just completed Sprint Planning, committing to four stories: As a first time book buyer I would like to read a review so I can see if a book is worth reading. A review has text and isn’t empty A...

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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.”