This is the second booklet in my agile musings series: Beyond Agile – Essays on Effectiveness, Flow, and the Limits of Methodology, and it captures my views on how the actual state of Agile can be improved at the organizational level. It contains a series of essays and posts that invite the reflection about ways to leverage the agile philosophy and ways if thinking.
The optimum depends on your context, but flow-based systems generally perform best for knowledge work and software delivery. Here’s why:
Continue reading “Push, pull, or flow”
This post is inspired by the problems encountered coaching a solution delivery stream where Conway’s law was in practice: there was a lack of alignment between product architecture, organisation structure, and development teams.
Continue reading “How to Structure Teams and Products for Speed”
Agile has a problem. After decades of frameworks, ceremonies, and consultants, we’ve created something the original manifesto was meant to destroy: heavyweight process that obscures the actual work.
When Methodology Becomes Dogma: A cautionary tale of how the methodology meant to liberate teams can become their prison
The Agile Manifesto was revolutionary when it emerged in 2001. Its authors rebelled against rigid, documentation-heavy processes that stifled creativity and responsiveness. They championed “individuals and interactions over processes and tools” and “responding to change over following a plan.”
Continue reading “The Far Side of Agile”
Team capacity and focus are interconnected elements that determine a team’s effectiveness and productivity. Capacity represents the total potential work a team can accomplish, considering individual skills, available hours, and organizational constraints. Focus is about strategically directing that potential towards the most important objectives, minimizing distractions and creating a shared sense of purpose.
Continue reading “Team Capacity and Focus”
In the context of modern business, delivery teams are constantly seeking ways to improve their performance, reduce waste, and deliver more value.
Continue reading “Maximizing Team Efficiency through Lean, Flow, and Theory of Constraints Metrics”
Agile Ways 