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We’ve arrived at the finale of this how-to-save-yourself from a big batch wasteful, ineffective, and unenjoyable planning process. In this instalment, I want to provide you with practical recommendations that can equip you with the confidence to remove quarterly planning for yourself, your teams, and your organisation.
Read MoreYou have followed along these instalments with me, understanding the issues that Quarterly planning brings , the ways to fix it and also the pitfalls to avoid, but to really convince yourself to undertake this “un sticking” of Quarterly planning I’m sure you want to know the benefits right?
Read MoreNow you have some concrete steps you can take to remove large batch quarterly planning that I shared in Part 2. It's time to explore some naturally occurring pitfalls you can avoid to make removing it more effective and less risky. Learn from my experience and ensure your success by navigating through these with me.
Read MoreSo what can be done to address the issues of Quarterly planning I laid out in Part 1? How can we allow conversations and ideas around what we might get our valuable teams to spend their time on to form and solidify, including the permutations and risks and challenges that they are going to face? How did I help this become a reality in a very large corporation who were invested in this process?
Read MoreIn this multi-part blog series, I'll delve into the problems inherent in large batch quarterly planning, drawing from my challenging experience at two of Australia's largest banks, as well as other large corporations. I'll also highlight the common pitfalls you should avoid and the tangible benefits you can reap, including significant time savings and the early delivery of value.
Read MoreMy book Empowered Agile Transformation - Beyond the Framework was released in August 23 I had so much content for the book that there were parts that just had to be cut. This part was perfect for a solo blog, enjoy!
Read MoreMy book Empowered Agile Transformation - Beyond the Framework is coming soon. I had so much content for the book that there were parts that just had to be cut. This part was perfect for a solo blog, enjoy!
Read MoreBy Damian Heffernan
The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown.
Read MoreBy Damian Heffernan
Why do we expect our Scrum Masters / Delivery Managers / Delivery Leads / Iteration Managers to coach and teach as well as do? You can’t apply knowledge that you don’t have.
Do you want to be taught by a Coach, or coached by a teacher? Or both, by a doer?
Read MoreThe ReBoot Co. team shares what they’ll be watching and reading over the holidays.
Read More
Some people install the practices, processes and governance parts of agility and neglect to attend to Principles, Values and Behaviours. Framework salespeople are incentivised to implement overly prescriptive heavy frameworks, because it’s a money making machine for them. Paying for certifications makes the Framework owner money, but does it make you better at delivering value?
In this blog post, we summarise Alex Stoke’s Linkedin posts attending & MC’ing at Agile Australia- if you didn’t attend, hopefully this gives you a good summary of what you missed, see you next time!
In one of my favourite jobs more than a decade ago I was complaining to my boss at the time that the task to Transform to Agile ways of working was impossible. There were just too many people working in “the wrong” way, and
When I first came across Agile Software Development in the late 90s I was working as a developer in the UK, and my path came via a methodology called DSDM that we used on one of our client’s gigs. DSDM was represented by Arie van Bennekum in Snowbird in 2001 when the original authors of the Manifesto for Agile Software development gathered.
Read MoreWhen I experienced my first Transformation “in the wild” I felt cast adrift in a big sea of impossibility. It was my first time out of a consultancy and inside a business as a perm employee. I was responsible for technology delivery in an Insurance Company. How would I go about communicating the need for better, more adaptable ways of working when Transformation wasn’t part of my official role?
Read More“The Red Hulk was angry. Kaizen had failed, fallen flat. Why?”
Relatively new into an organisation I ran a workshop to introduce the concept of Kaizen, the Japanese management technique for improvement, and start an improvement working group. Not only did the session feel like it had fallen flat but there was no interest in further work around improving. I was stumped
Read More“If you know who your customer is then you can find out what they need and what they think about the value you’re providing to them”
Sounds like a straightforward question and an easy one to answer but is it actually?
So many businesses and the people within them believe they’re delivering the right service and value but are they doing it with an ever so slightly wrong understanding of the actual customer?
A ReBoot Co. Blog series that helps you & your teams discover a better way of working
“When the dust settles I would love to buy you a coffee and you can teach me why I shouldn't deeply loathe the whole concept of Transformation”
