As organisations work through the economic devastation of COVID-19 and individuals leave their personal bunkers, many are wondering how to work in this new market. Even more importantly, they are trying to figure out how to become more productive in a post-COVID environment. Jump online and you’ll find a plethora of blogs and advocates urging
When it comes to Agile implementation, many organisations seem to think they have some level of experience and understanding of what that could look like. “Ah yes, Agile” we hear management say. I’ve heard it works for those guys over there – the IT guys who wear those stripy socks – but it’s not really
The Agile journey is one that many organisations have started on, with an increasingly widespread adoption of Agile frameworks and processes with varying degrees of success. Some organisations seem to effortlessly and continually build their capabilities whilst many similar initiatives seem to stall or run out of steam before really realising any benefits. Focussing on
Terms such as agile, agility, lean, Kanban, Scrum, Scrumban, ‘just enough’, responsive, adaptive, iterative and incremental have infiltrated our project and BAU environments, regardless of industry and type of organisation. Agile is no longer just for IT; Lean is no longer just for manufacturing. But what do these terms mean? How do they fit together?
Agile. Agility. What really is agile? What are the values and philosophy behind it? What is an agile mindset or agile way of thinking? What agile methods, tools and techniques are available? What are the common agile roles? These are some of the topics we explore in a series of articles looking at demystifying agile*.
Kanban, particularly Kanban boards seem to be emerging as the ‘norm’, even expected, in today’s dynamic business environment. But what value does Kanban bring to projects and business as usual? Let’s look beyond the hype and buzzwords and understand the true value of the Kanban Method. What is Kanban? The word Kanban can literally be
