An Introduction to Cost of Delay

I was recently watching an episode of Shark Tank. I loved the unfiltered statement from Kevin O’Leary (Mr. Wonderful) toward an entrepreneur seeking an investor in his company. I’m here to make money! If you’re a fan of Shark Tank, you’ll notice something about Mr. Wonderful.  He keeps the conversation focused on the money.  When will he get his money back? How many multiples...

Is Predictability Really What We Want?

Predictability in software system delivery is as close to a Holy Grail as it comes in the IT industry. I’ve heard many people stress being able to have a predictable delivery cadence as something valuable to them. As recently as today I saw a reference to “predictability...

Failure Modes of an Agile Transformation: Workflow

In my previous post on the first three Agile transformation failure modes, I focused on the LEADERSHIP aspects of failure: lack of real executive sponsorship, failure to transform leader behaviors, and refusal to change organizational structures. These next...

What’s the Hurry? Building a Digital Enterprise

By Jim Highsmith and David Robinson Are the forces behind digital business, just one more wave of technology fueled change or is today’s business environment fundamentally different? If different, what are the critical capabilities required to survive and thrive?...

Changing the Tires

You're driving down the highway trying to reach a distant destination. You've had delays such as traffic along the way, and you know that you're going to have to "push it" in order to have any hope at all of arriving on time. You start to feel something strange...

Operationalizing Strategy with a Systems Perspective

While there are many books and much research on organizational development, this system view combined with some validated learning over time, is a powerful way to look at organizational challenges as a coach/consultant. Let’s take a closer look to define...

3 Thinking Tools for Minimizing Dependencies Between Products

In my post about how to form teams, I talk about products… not in their monolithic, holistic state… but as a subsystem within a larger integrated solutions architecture. In other words, big products are just series of small products that work together in an...

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...

Bend the Spoon

Bend the spoon is a phrase we use quite a bit here at LeadingAgile. I don’t want to hear what’s happening, I want to hear what we need to make happen… and what we are doing to make it happen. I don’t want to hear why we can’t do something, I want to...

Fueling Delivery Teams

I’ve started using an analogy to illustrate the importance of product owner teams in larger organizations.  When working with organizations to do an agile transformation, almost always, a tiered model is used for scaling across the organization. The model...

Changing Behavior by Asking the Right Questions

My article, Agile Adoption: Changing Behavior by Asking the Right Questions, has been published over on (free registration required). It talks about when managers want change, but don’t want to squeeze the Agile out by force.

Can You Mandate Your Agile Transformation?

Well… it depends. If you view agile as a system of beliefs, or a way of looking at the world, or as a culture your company is expected to adopt…I’d suggest that it’s impossible to mandate an agile transformation. There is no way to force people to believe...

The Simplest Systems Thinking Exercise – How to Make Toast.

For many years one example of process thinking, resource gathering, requirements, implementation and acceptance criteria has been the exercise - make PB&J sandwiches.  I've done this with groups to discuss the simple task that we typically overlook as...

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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.”