In Part 7 I shared with you what happened when I informed the clients of the changes I had made. This week, I am going to share with you our top observations during the transformation — observations from me and one of my leadership team. Enjoy. Scrum Master Down When the London teams initially selected their scrum masters, one of them was…
Leaders change or leaders change. In Part 6 I shared with you how the teams turned painful day-long planning sessions into just a few hours, what they learnt and how they adapted. This week, I am going to share with you what happened when I informed the clients of the changes I had made. A few colleagues thought I should have included…
In Part 5, I shared with you how we – Determined a release cycle that would meet our agile objectives as well as meeting the release requirements of our stakeholders. Prepared for our first agile planning session. Facilitated the teams to self-organise. This week I am going to share with you how the teams turned painful day-long planning sessions into just…
In Part 4, I talked about how I communicated my global agile transformation vision to the London team. This week, I was going to speak to you about the difficult conversations I had with the business, but I forgot about the additional information I needed to do this. So, this week I am going to share with you how we…
In Part 3, I shared with you how I got buy-in from senior IT management and my leadership team for the agile transformation. In Part 4, I am going to share with you how we organised the agile teams. One thing I forgot to mention in Part 2 was the agile framework we were going to use. The agile coaches…
If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you. Steve Jobs In Part 2, I shared with you the personal journey I took to discover the changes I wanted to make to ensure we delivered a $20m portfolio of mandatory regulatory and market-driven projects, reduce the noise…
The real voyage of discovery consists not in seeking new landscapes, but in having new eyes. Marcel Proust In Part 1, I spoke about I had to make a change to ensure we delivered a $20m portfolio of mandatory regulatory and market-driven projects, reduce the noise and inject some enjoyment back into the team. A tough ask, right? Now, I…
In 2013, I put my reputation and senior leadership career on the line by initiating a change program. A program that would change how a global team of 150 would deliver a $20m portfolio of projects. Projects with mandatory regulatory and market-driven deadlines. Was I crazy? Let’s find out! During this and the following series of posts, I will share…
