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.

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Aye Aye, Captain…

By Gurmeet Singh • November 25, 2019

Undertake agility training designed to support teams, managers & leaders and ensures they have a sure start.

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A blog post on executive leadership inspired by conversation with experts..

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

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How similar are Nexus and LeSS really?

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We're told to "Start with Why". Star rate 28 potential reasons for pursuing agility.

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What is "the system" anyway? Do we ever understand it really?

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Leaders need to learn the Kanban method & understand flow efficiency of their organization through visualization, capability measure & purposeful change

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#less2017 #vodde #agile

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free perfection game feedback cards

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Learning organisation and the rate of discovery is what sets organisations apart in the 21st century.

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