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In the empirical world, we have 3 key skill areas of accountability that are needed to effectively deliver products of the highest possible value! We
Leadership is not about control, but about inspiring those around you. Managers transition to Leaders As organisations move towards modern management practices there will be
If you were buying a car, or a TV, you as the purchaser would do your best to understand the product that you are buying,
The Scrum Guide only contains the minimum necessary to create an empirical process control system for managing risk. The new Kanban Guide reflects the minimum
For many people the traditional project management methodologies (see PMI / PRINCE2) are the root of the problems that birthed Waterfall. I assert that this
In the The Evidence-Based Management Guide we talk about the Intermediate Strategic Goal and I likened that to the Product Goal in the 2020 Scrum
Story Points and velocity have been used for many years in the Scrum community and have been engrained so much in the way that things
Gathering the metrics for Evidence-based Management in software organisations can be a strenuous task and I have a number of customers that are fretting on what to collect and from where. Here I try to create an understanding of the ‘what’ that we need to collect.
Value is such a subjective thing that we will often be wrong, and there is no way around that wrongness. In order to minimise the
The Evidence-Based Management Guide describes not only a Strategic Goal but also an Intermediate Strategic Goal that is needed to evaluate and adapt your progress
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We recognise the positive impact that a happy AND motivated workforce, that has purpose, has on client experience. We help change mindsets towards a people-first culture where everyone encourages others to learn and grow. The resulting divergent thinking leads to many different ideas and opportunities for the success of the organisation.