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Our experts talk about what it means to solve complex client problems with 21st century frameworks and practices.

Agile is a mindset. Agile is behaviour.

Agile is a mindset. You hear it all the time. But what does an agile mindset mean? What actions and behaviours should you see from an enterprise that has an agile mindset?

Why people hate Scrum’s daily stand-ups and what to do about it

What is a “daily stand-up” really for and how do you get the best out of this key Scrum event? How do you avoid stand-up fatigue? Here are some tips to make the Daily Scrum effective again.

How leadership can promote a remote agile team culture

Scrum teams excel in rapidly changing complex environments and their ability to adapt and pivot to fast changing business priorities can be a huge advantage. However, the current abrupt shift from co-located to remote working would challenge even the most high performing agile team.

Rapid pivoting and responsiveness will be the “new normal”

Rapidly pivoting to new priorities and understanding what can be done now to solve immediate impediments to work are the new normal for executives. Their need to be more responsive has led to rapid acceleration of digital transformation plans and business agility.

Scaling agile from 5 teams to 27 teams within 12 months

Scaling is challenging and one of the key reasons agile initiatives fail is that the culture of the organisation is at odds with agile mindset and agile principles. But the next key factor is management support. So we knew that this change needed to be driven and supported by the leadership team in order to be successful.

How do you go from siloed reporting to organisational-wide transparency of value and priorities?

Every executive is familiar with the hours long weekly meetings where senior leaders report to the CIO. When the world is rapidly changing and whole divisions work remotely, comprehensive formal reports are good but outdated by the time they’re written.

Communication strategies for remote agile teams

Since the outbreak of COVID-19, remote working is becoming more and more the norm. While employees are starting to settle into remote working, leaders find themselves challenged in ensuring their employees are engaged and productive.

How to rapidly divert and re-deploy teams to changing priorities without losing momentum

With the huge change organisations are experiencing moving to remote ways of working, one of the key challenges facing many executives is how to ensure minimal disruption to productivity and delivery at a time when they need to pivot and adapt to changing prioritises.

Long lived agile teams – are they still practical in a COVID world?

There’s a temptation in times of crisis for leadership to feel the need to redeploy people. The idea is that urgent priorities are best handled by moving people around, creating tiger teams, and putting them on the urgent work. Are long lived agile teams a luxury we can no longer afford?

Executive agility to be able to respond effectively in chaos

Now more than ever, the ability to respond to change over ‘following a plan’ couldn’t ring truer. Now we are working from home, readjusting to a new ‘norm’, but all the while living in a state of chaos whilst still ‘keeping the lights on’ in the space of not months or years but in weeks, days and even hours. How do executives ensure their agile teams remain productive when working remotely?

How to rapidly scale enterprise agility – key activities for Executives

How can you rapidly scale the ability to pivot to disruptive change? Agile transformations can take 3-5 years. While the bigger the system of work the longer it takes, there are some key activities you can do to lead the change, make it more effective, and make it stick.

Assessing capability of agile teams to either strive or stumble as remote virtual teams

The concern is that with remote working, we lose visibility and transparency and may not identify a problem till later down the track when a release or delivery is at risk. We analysed teams and provided executives with transparency of which teams we needed to target for coaching support and guidance to uplift the team’s ability to work remotely, remain cohesive as a team and deliver successfully.

Self-organisation. 5 things you should be doing to support agile teams.

In the face of disruptive change, the ability for executives to mobilise action is paramount. While self-organisation is a key enabler, how do you support and encourage teams to organise themselves without micromanaging them solving every impediment for them?

Decentralising decision-making. Making rapid decisions where it counts.

How quickly are you able to respond to disruptive change? Decentralisation is a key enabler to optimise the flow of value, react to changing markets, and ensure your policies are responsive to changing contexts. But not everything needs to be decentralised.

Using a Coaching Canvas to develop the Release Train Engineer Capability

What does it take to coach a Release Train Engineer (RTE) and Chief Scrum Master? A learning canvas can help create the focus needed to rapidly improve agile capability of this key role.

Top Five Concerns for Executives as Teams become a Remote Workforce

As more and more staff are adjusting towards working remotely, Executives and their programs and teams will need additional support to enable them to maintain productivity, to stay connected and engaged to deliver critical outcomes. Here’s how to address these challenges.

Working together with multiple agile coaches

How do you get the most from your agile coaching investment? As more and more organisations build agility into their operating models, they’re realising the benefits of expert agile coaching to help drive and support agile adoption and improvement. Creating and supporting alignment across agile coaches is key to reap the rewards that agile ways of working can bring.

Scrum Master Tips for Running Scrum Events Remotely

As Scrum masters we are used to dealing with an ever changing, complex environment and that is the sweet spot for being agile and where having an agile mindset is crucial. It’s now more critical than ever, for Scrum Masters to ensure agile practice is maintained and to support teams to continuously improve their practice and self organise but stay connected and focused on the Sprint Goal.

“Netiquette” for online meetings for remote and distributed teams

As with face-2-face meetings, online meetings also have an etiquette (“Netiquette”) to make them effective. One of the 12 principles of the agile manifesto suggests face-to-face is the best option but in today’s world of social distancing and WFH, it is no longer an option.

Here are the guidelines we have found useful for having for online meetings with distributed

22 Stances of a Scrum Master

The Scrum Master doesn’t remove impediments from the team. Their job encompasses 22 wider stances for supporting the team to self-organise to remove impediments themselves, coaching the Product Owner and coaching the wider organisation.

Does agility go out the window when we work remotely?

Many organisations are making guidance on what tools to use for remote teams in response to COVID-19. The situation isn’t a tools problem. This is a people problem – how can people, who are social creatures, successfully work remotely without physical interaction?

Agile and Project Operating Models

What does an agile operating model look like? How do you manage capabilities while still aligning to the delivery needs of the organisation. How do you balance stakeholder and customer needs? It’s a tricky balancing act, but here are some options to consider.

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Our experts talk about what it means to solve complex client problems with 21st century frameworks and practices.

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