OKRs are an effective way to set executive and enterprise goals. Here’s how you stop making them about activity and task reporting and more about impact and outcomes with EBM – Evidence Based Management
Four key behaviours increase business agility. But be warned, you need to know how to encourage and reward them if you want agile’s outcomes of faster to market and improved ability to pivot.
You’ve got your job title, but what do the new roles in Scrum mean for you and the work your team does?
Is a Scrum Master a team lead, agile project manager, or delivery manager? There are many differences between the role of project manager and Scrum Master. Who writes reports, approves work, and controls and manages outcomes for an agile team might surprise you.
OKRs have been an established way to set objectives however the associated activities tend to focus on outputs and not outcomes and impacts. To measure Program Agility, we used Evidence Based Management (EBM) as a framework for OKRs to help shift metrics towards value of the investment to help them make strategic investment decision based on evidence to improve business outcomes.
Gartner reports that 85% of executives are now turning to agile product management over projects. Why is this shift occurring and what do you need to know about product management to optimise your strategic investments for greater market share, better ability to pivot, or get your products to market faster?
What does a Product Owner do? Is it a full time job? Are they the customer? Are they the business owner of the IT system? While it’s been nearly 20 years since the role of “Product Owner” emerged from Scrum few people still understand what a “Product Owner” is and does.
When making the decision to adopt an agile method like Scrum, invariably the question about existing roles arises. In particular,
I’ve been working with a number of government agencies as they look to Agile methodologies to help them implement their digital
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