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 for real Agile change to happen and high performance to be achieved. An important aspect of that is Systemic Problem Solving, which we’ll...

It’s a Trap! Agile Lessons from Star Wars

Recently I experienced what was one of the saddest moments of my career when, while re-watching “Return of the Jedi” for the 116th time, I realized I was coaching a company that was basically the Empire. Surely you remember the movie's very first scene?...

What’s the Pulse of Our Enterprise Transformation? – Part 3 on Transformation Scorecards

I think this is the last post in my series on using metrics to gauge the success of an enterprise transformation.  As an enterprise transformation consultant, one of the key challenges I face is ensuring the steps I recommend throughout the transformation will...

HBR:: Why Organizations Don’t Learn

A nice article on HBR - "Why Organizations Don't Learn", byFrancesca Gino and Bradley Staats; take a look.They list these reasons:Fear of failureFixed mindsetOver reliance on past performanceAttribution biasThe authors then give some strategies for overcoming...

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...

Link: It’s Time to Kill Performance Reviews

Learn more about transforming people, process and culture with the Real Agility ProgramFor many years, folks in the Agile community have been recommending that performance reviews be eliminated from the corporate world.  In 2005 while coaching at Capital One,...

Remote versus Co-located Work

In the software industry we hear a lot of discussion about the pros and cons of remote work, and a recent outbreak of that finally got me to write my thoughts down. I point out that there's distinct patterns of remoteness, which yield different ...

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...

Assessing Team Improvement

I understand that managers who have invested effort and money in training teams in Agile methods may want to see how much those teams are improving.  There are a handful of reasonable measures to look at to see whether the organization is improving over all (which...

Dependencies Are Evil

It seems inarguable to me that dependencies limit agility. If I am able to make a decision on my own that only involves me, I have full freedom of movement. If I want to go to the local pub for dinner, and on my way, decide that I want to go to a steakhouse, I...

The First Critical Steps Toward Scaling Your Software Organization

I’ve noticed a pattern I want to share with you guys. When a company is small, still probably led by it’s founder, likely around 20-40 people… there is a great sense of camaraderie. You’ve got folks that all know each other, all working toward a common...

Agile Awards

hi all, I'm nominated for the Agile Awards 'most popular online contributor' this year for this blog. If you have found it useful, your vote would be much appreciated: https://www.theagileportal.com/awards/voting/online_contributor Many thanks! Kelly.

Scrum Alone Is Not Enough – InfoQ and Agile 2015 Interviews

Mark attended Agile2015 in Washington and, as part of his conference commitments, he sat down with ​SolutionsIQ for an Agile Amped podcast about High-Performance Teams, as well as with InfoQ for an on-camera interview to discuss his Scrum Alone Is Not...


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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.”

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