The Flying Trapeze

I’ve never attempted to try the trapeze. I have friends that do it and love it, but I’m not so sure it’s for me. I’m pretty adventurous about many things, but flying around at what seems like 100ft seems to be a little risky. Trying new things can be scary and flying around on some pretty thin wires seems that way to me. But it does make me wonder… What would the circumstances...

Article Review: Agile Teams Bend But They Don’t Break

Learn more about transforming people, process and culture with the Real Agility ProgramIn an out-dated model of work environments, there are clear “rights” and clear “wrongs.” Usually, the management or leadership determines this and they...

Online Scrum Training

Over 80% of software projects in the world today are run using the Scrum framework. Big companies sometimes offer their own training programmes, but often Agile Scrum Masters take courses from one of a growing number of registered training companies. Every...

The Retro Game

Learn more about transforming people, process and culture with the Real Agility Program The Hunt for Better Retrospectives The rumours had started to spread, retrospectives at our organization were flat, stale and stuck in a rut. The prevailing thought was that...

4 steps to solving issues in projects

In many different projects and organisations, I’ve seen people struggle with techniques on how to solve issues without creating huge issue registers that weigh down the project and takes an inordinate amount of time to manage, resulting in the actual problems...

Splitting User Stories

Learn more about transforming people, process and culture with the Real Agility ProgramA common challenge faced by inexperienced Scrum teams is related to splitting Product Backlog Items (PBI) so that they are granular enough for development. The INVEST model is...

4 Stages Of High Performing Teams

This article is part of our Team Dynamics series – all you need to know about how to make high performing teams.  In our previous article from Team Dynamics series, we emphasized the importance of culture fit over skill fit when selecting the right people...

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...

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...


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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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