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Background This paper describes a model built by PM Power Consulting mapping Stakeholder outcomes to Agile enablers. The primary source for building the model was PM Power’s book, The Five Tantras of Enterprise Agility. Further inputs came from later inferences of PM Power’s consultants and coaches working with many large
That which we call a rose By any other word would smell as sweet; — Romeo and Juliet, Act 2, Scene 2, Lines 43-44 What lesson about Agile can we learn from these famous lines of Shakespeare’s Juliet? Suggested Solution The lesson we can learn is that we have to
There is a tide in the affairs of men, Which taken at the flood, leads on to fortune; Omitted, all the voyage of their life Is bound in shallows and in miseries. On such a full sea are we now afloat, And we must take the current when it serves,
We all know that these are desperate times. The beast called COVID-19 has possessed us like the very devil, and won’t let go. The economy is down, many people have lost their jobs and livelihood. There are tantalizing stories of vaccines coming out soon. But, when soon? But, I feel
Here is a fable. The challenge is to figure out what Agile value or principle (the words ‘value’ and ‘principle’ is used in its general sense) is taught in this fable. There was once a king of a small kingdom. The kingdom had lived in peace for a long time.
Agile has caught the fancy of the world. It is now a force to reckon with in our rapidly changing business world. Development practices based on Agile have become the first choice of project managers and leaders across thousands of organisations worldwide. Time and again, Agile has proven to be
[Please read PM Power’s Enterprise Agile Transformation Manifesto, Mindfulness for Agile Culture and Mindset – Extract from our upcoming book and Myths to sustain self-organisation in large organisations – An extract from the upcoming PM Power book on Organisational Agility and The role of executive leadership in an organisation that fosters experimentation and
[Please read PM Power’s Enterprise Agile Transformation Manifesto, Mindfulness for Agile Culture and Mindset – Extract from our upcoming book and Myths to sustain self-organisation in large organisations – An extract from the upcoming PM Power book on Organisational Agility to fully understand the context of this blog post.] Vishnusharman, the coach, took
[Please read PM Power’s Enterprise Agile Transformation Manifesto and Mindfulness for Agile Culture and Mindset – Extract from our upcoming book to fully understand the context of this blog post.] One week had passed since Vishnusharman had been engaged by Pataliputra to assess their Agile journey. Vishnusharman had been able
As enterprise Agile coaches in PM Power, we have seen many degrees of Agile adoption in customer organizations – from “doing Agile” going all the way up to “being Agile”. There are varying degrees of adoption even in software development – a domain in which Agile approaches have been around
