I recently caught up with an old friend for a quick drink. A quick drink turned into a quick few more — then a quick few more, more! But who’s counting? I digress — back to the story. After a couple of drinks my friend started opening up about some personal stuff happening in his life. He was unhappy at
[heading centered=”no” margin_bottom=”no” large=”no” background=”yes”]What Was He Thinking?[/heading] Just as I was opening a bottle of wine, the phone rang. “Hello” I answered. “Hey Ade,” a voice responded at the other end, “How’s it going?” It was my friend Geoff. “Not bad thanks Geoff” I replied, grabbing two wine glasses. “The boys are in bed, and I’m about to enjoy a well deserved
A few years ago I was working with a client on an agile transition project. The company was relatively new to agile, but because they had a genuine desire to cut costs and produce higher quality products, they welcomed the opportunity for change. The development team were a good bunch too and had a cross-functional set of skills well suited
If you’re struggling (or have ever struggled) to overcome senior management objections or resistance to agile, you might find this useful: The Case Against Agile: Ten Perennial Management Objections Objections 2, 3 and 7 are common ones I hear all the time. How about you?
Whilst recently attending a networking event, I was asked what I do, to which I replied I’m an Agile & Lean consultant. Being this was not a software development related event, my response was met by blank faces; until one of the group I was speaking to (who I’ll call ‘John’ for the purpose of this post) commented that “agile
My son will be 3 next month. And he’s currently at the stage of language development where he generalises. Which makes for some very interesting — sometimes embarrassing — moments. For example, whilst walking down the street the other day we saw an elderly man. And being the friendly type he is, my son waved to him and said “Hello
For a while now something has been bugging me… Something to do with Scrum… The “ScrumMaster” role to be exact. But the problem I have is not with the role itself – having fulfilled it myself, I understand it’s intended value to the scrum process. My problem is with the title. And here’s why… Although the word ‘master’ in ScrumMaster