Agile Benefits Management

Benefits are why we undertake projects. Projects are expensive to undertake and have a risk of failure. So, we need to get benefits from them, or at least think we will get benefits from them, to start projects in the first place. Often the benefits of a project are not fully realized until after the project is finished. This is why benefits management is usually the domain of program management. Sitting...

Agile Talent Management

Talent Management is the science of human resource planning to improve business value. It includes the activities of recruiting, retaining, developing and rewarding people along with workforce planning. From an agile perspective much of what we do on agile projects...

The Evolution of Teams

My other workshop submission for the Agile 2015 Conference is titled “The Evolution of Teams” and examines one team that stopped doing the traditional agile practices is more agile than ever. Agile practices such as daily stand up meetings, sprint planning...

Big Agile, the Route Less Travelled

Scaling Collaboration not Process is the Key to Enterprise Agility. Agile methods have been found to be extremely effective when used correctly. A reasonable reaction to witnessing any great performance in an organization is to demand more of it. So a tremendous...

Helping Your PMO Help You

Do any of these traditional PMO scenarios match your agile team experiences? Your traditional PMO is so laughably outdated that most agile projects ignoring them; other projects produce token deliverables to appease them, but these bear little resemblance to anything...

9 Ways PMOs Can Help Agile Projects

It may not always be apparent but the goals of the Project Management Office (PMO) and agile teams are well aligned. Both groups want to get to the same destination: namely successful projects and happy stakeholders. However, things often come adrift as soon as...

Methodology Wars – Contradictory Constraints or More Options?

Some rifts are occurring in AgileLand - a world supposedly driven by cooperation, trust and appreciative inquiry! Debate is arising about first generation agile methods (XP, Scrum) and newer upstarts like Kanban and the Scaled Agile Framework (SAFe). Perhaps because...

Planning Balance

Life is all about balance, live too conservatively and you run the risk of missing out on life’s adventures and opportunities. Live too wildly and you run the risk of misfortune and regret, we have to walk a fine line guided by our personal view of where that...

Promoting Shared Leadership

Agile methods suggest replacing top-down, command-and-control management with empowered teams and shared leadership. That all sounds nice, but what exactly is shared leadership and how do you get it to happen? Katzenbach & Smith authors of the book “The...

Linking Agile to HR Theory

To many people, agile is the opposite of sound theory. Instead of proceeding in a structured, well-planned manner, teams “self organize” and iterate through prototypes to try and create something. Ants can self organize and create transportation systems...

Go Talk To Your Stakeholders

As a PM, what is the most effective thing you can do for your project in the next hour? (After finishing this article, of course!) I would suggest speaking to your project team members and business representatives about where their concerns lie and what they...

Collaborative Games for Risk Management

This is the third part in a series on agile risk management; Part 1 looked at the opportunities agile methods offer for proactive risk management, while Part 2 examined the benefits of engaging the whole team in risk management through collaborative games and cautioned...

Agile Risk Management – Harnessing the Team

Last month we looked at how agile methods provide multiple opportunities for embracing proactive risk management. The prioritized backlog, short iterations, frequent inspections and adaptation of process map well to tackling risks early and checking on the effectiveness...


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What People Say

“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.”

DAN PULHAM, DIGITAL DIRECTOR
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