The project is reporting green and you can already see it is not. Here is how a board takes back the line of sight — and the judgement — that watermelon reporting has been quietly taking from it.
Most non-technology agility programs stall not from poor execution but from importing the whole method when only the principles were needed. Cross-functional cadence and team accountability transfer; sprint tooling and Scrum language do not.
Portfolio discipline is not a framework output. It is what happens when an organisation makes investment decisions with the same rigour it applies to financial ones — funding outcomes, governing by evidence, and keeping demand from outrunning capacity.
Understanding the value stream’s attributes and how the enterprise serves its customers, allows us to look at ways to optimise the operational value stream. This is why measuring flow metrics such as Ability to Innovate and Time to Market based on mapping the value stream are key.
What are flow and value metrics and why should you make the change from project management metrics ?
When building Agile OKRs I start with the strategy and then ask if the attribute we are measuring, increased or decreased, and by what percentage? Thi
Facilitators can use many techniques, but this does guarantee that the outcome will be reached. Ultimately linking the facilitation pattern to the objective of the interaction, makes the event more effective and helps contribute to team success in achieving their goals.
An effective Product Owner is a strategic agile product manager that ties the Product Vision into the daily work by having a product management entrepreneurial mindset.
People complain that agile has too many meetings. To be effective, agile events need to be focused, productive, collaborative with a clear purpose
Focusing on products and how value flows to the customer will help ultimately ensure that your transformation program is more likely to succeed.
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