Value is context sensitive. Almost universally, value is difficult to measure. Value can be a mixture from one/some/all of the following perspectives: market/customer/consumer/end-user organization/stakeholder/employee/reputation authentic progress towards the United Nations sustainable development goals learning in relation to the above through feedback/analytics/research/experiments reducing risk to the above, e.g., failure demand, technical mess, "sticks of dynamite down the backlog" When forecasting potential value, value is not crystal clear; it’s about the relative value of one item over another.

Read More

Agile contract moving from low trust engagements to high trust engagements with continuous customer collaboration.

Read More

1000s of people, with a huge appetite for varying levels of agility, & low appetite for risk, with so much enthusiasm - is called a Scrum

Read More

Mirror mirror on the wall...

By John Coleman • September 28, 2018

opinion piece by John Coleman on the use of scaling patterns or none - views are his own

Read More

Nader Talai guested the Lean Agile Management Podcast where he talks about scaling Kanban to the portfolio level & making this a change that lasts.

Read More

Project Management: Want faster project delivery? Use a pull-based system of work that delivers faster deliver and a faster organisation

Read More

organisational agility #less #agility The second LeSS Conference in London. The Large Scale Scrum Conference

Read More

#agility #agile

Read More

#less2017 #vodde #agile

Read More

Systems Thinking Workshop, with a little help from the Toyota Way. systems thinking, agile, six thinking hats, value stream mapping, toyota kata

Read More