Agile

How often do you stick to one number as a goal and miss other opportunities only because they may be slightly off from your intended objective?

Agile processes need to be inspected and continuously improved over time. But how can we improve using data, particularly when analyzing communications data?

Everyone wants to introduce Agile to their organization; they ask for experts’ help to implement it, and for some, it seems like the solution to all of their problems. But what is really the goal?

Is it possible your organization is practicing a branch of mathematics called set theory? Set theory studies sets or collections of objects. In set theory you have bounded sets and centered sets.

Part of every design challenge is to put form to slippery, abstract ideas that only exist in someone’s mind. Can you establish a set of demonstrations to better connect with users and stakeholder?

Agile isn't something we can buy online and have it shipped to the office and then set it up with an app.

Over the last 20 years there has been a growing movement of change in business. It goes by the name of agile and has been described as the most important management idea. But what are the main challenges for CEOs?

Many people would bristle at the term ‘best practice’. Not because there are best practices, but because it’s a term that limits thinking, accountability, ownership of working processes and because, often, it’s wrong.

Scrum is great. It’s a beautiful framework that allows you to learn quickly, improve quickly, and deliver quickly. But, it doesn’t solve everything without work, effort, and adaptation of the values, principles, and techniques.

In this final instalment of our three-part agile methodology overview series, we turn our attention to some other frameworks that we know enterprises like to look at.

In this post, we’re taking a closer look at some agile models that may receive less attention but can provide effective, alternative solutions for enterprise software development or project management.

Trying to implement different agile methodologies by the book doesn’t work. At least, incredibly rarely. None of them tell you how or what contextual elements might make you consider alternative approaches.

One mistake teams new to Agile development make is an overeagerness to always work on the highest value items. But what about the value missed out on over time?

Keeping pace in the digital economy is hard. Demand is increasing. Competition is fierce, both for customers and for talent. Everyone’s looking for that edge. You need a new perspective. You need an Idea Management Model.

Knowing is not the same as understanding. We explore Learning by Doing and the need for an open mind to figure out how to learn quickly in different ways.