One (Team) size and structure does not fit all
How does leadership determine how big a team they need (may be organized in multiple scrum / kanban teams) to support a given demand in a portfolio or a program? This is a very involved answer, and, like most answers related to adopting Agile practices, it depends. If someone is asking for a simple formula, […]
Succession Planning – some thoughts
Many times we have organizations going through crisis when a powerful leader steps aside, for whatever reason. The resulting situation could be one of many: Many in the second line of command clamor for the position and believe they are the most eligible replacement. No-one from the existing organization put their hands up. Corporation decides […]
Initial coaching interventions for Retrospectives
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest and avoiding any kind of waste. […]
Initial coaching interventions for Sprint Planning
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an […]
The role of a transition manager
Many Managed Services Programs discover surprises during the steady state delivery relating to unmet expectations from customers. The root cause of many of these can be traced to inadequate attention paid to the transitioning. While there are multiple experts contributing to the pre-sales and proposal stages, the due diligence conducted may not have gone into […]
