I am a highly experienced Agile mentor, with more than a decade's experience of Agile over a number of market sectors, primarily in the financial sector.
I have been an IT professional since my first degree in 1987 and have worked in virtually every role within IT from developer through to national IT manager. My 2005 MBA from Imperial College supports my business led approach to IT, with my strong development and operations background ensuring I am comfortable in a technical environment
Since joining IndigoBlue I have focused on Agile transitions for a number of clientsJob Title: Senior Consultant
So we all love PRINCE2 right? <Flame-war-on>.
I was reading about batch size and the impact of transaction cost.
I have used Windows since the very early days in the 80s and over the years, thing
I haven’t written a blog for a good few months and that’s because I have spent the last 4 months in hospital and the first stages of a long recovery. Being glued to a hospital bed doesn’t necessarily stop all your observational skills working (unless you have had too much morphine) and I was rather humbled by what I saw. I don’t think this agile thing is very new at all. In fact it’s probably a concept that’s thousands of years old!
Time and time again I hear ‘it’s all about velocity!’ I think that brash statement is wrong for a number of reasons but I would like to look into just one for them for now, costs. So let’s look at an analogy that should help to demonstrate my point. In my widget factory I make widgets. My employees manufacture widgets by assembling component parts. If I just measure ‘velocity’ I will be counting how many saleable widgets are coming off the production line. That’s a great metric for sure but wouldn’t I be thought of as naive if I didn’t look at my operating costs and other expenses?
I found myself trying to explain to a client the difference between a risk and an uncertainty the other day and it wasn’t for the first time. The problem is that it isn’t that easy to do and many people think they are the same thing.
Over the last few years I have banged heads with both clients and colleagues over what minimal viable product means. I have a pretty clear idea in my head what it is, but unfortunately that’s not always what other people think. This has lead me to start a number of discussions which inevitably leave me feeling disappointed with the results. My problem is the issue is bigger than just MVP.
One of the biggest challenges I have on any Agile project is to try and build senior management confidence in both what we are building and how we are doing it. Nothing special there I hear you say. What doesn’t make it any easier is some of the more colourful terms used in Agile that I have to sell!
The Agile Business Conference 14 was held on 8th and 9th October in London. This year’s tag line was Agile the Next Frontier. When I read that I was in two minds. Firstly it made me feel like the part of the crew of the USS Enterprise boldly going where no man had gone before, exploring the universe and making things better for mankind. How fantastic. But then I thought again and realised I had been doing this for 15 years, three times the mission length Kirk undertook, and the world still hadn’t got it! How frustrating.