Upwards and onwards!

Yup, the countdown is finished.

A couple of months ago I realised that I wasn't happy working for my employer. I had a lot of ideas and saw a lot of opportunities but within a large company there is always the structure that is in the way. And so I started thinking of going freelance.
Until that Friday afternoon. I already knew what the options were and what the market is like. I started thinking "When would be the right time to do this?".

Agile in a non-agile environment

A couple of weeks ago, a friend of mine asked me to talk to his sister. This sister has her own company teaching Project Management (sorry, gross generalisation but bear with me). She mostly specialises in non-IT projects using information from Prince2, Lean and other platforms.

A lot of the time, though, there are IT components in the projects and programs running in the companies she works for. And lately that means she meets Agile practices on her way. She wanted to know more about Agile in general and so we sat down for a talk.

As some of you may know, my main life goal is Agile World Domination. Any time I can talk to any professional about Agile and what it can do for them, I take that opportunity to further my ominous life goal. The original intent was to see what we can do for each other. We talked about my work, her work, where those two touch and what we can add to each others understanding of the world. At one point she said “The biggest issue I face is with companies that use classic Portfolio Management. How does Agile fit there?”

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Self forming teams

Last week a friend of mine told me a story that I wanted to share with the rest of the world.

A couple of years ago he was working as a line manager. Together with a colleague he managed a group of about 25 people, consisting of two teams. Each team was responsible for their own domain.
Expectation planning forecast that one of the domains would be receiving less work in the future, whilst other domains were destined for a higher volume of work and would require a heightened focus. The team dynamics would need to change.

Delegation Poker

In the transformation process to a modern organisation, one of our managers finds it hard to let go of his tasks and responsibilities. He wants to, but he doesn't really know how to. His own transformation is that of the Operations Manager to Product Owner of our main product.