It is always interesting to see how other people approach a task that in other circumstances I would be doing. So I was quite interested to see the ERIC Grid used to shape a transformation initiative.
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Tag Archives: programme management
Trust Needs to be Earned
Jim, a previous boss of mine, once said to me “You don’t trust anybody”. It isn’t true. I do trust people but I don’t give my trust away easily. People have to earn it. And I don’t trust categorically – there is always a limit to my trust. As the programme manager I can’t afford to offer more.
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What does a Programme Manager do?
I’m a programme manager, an Agile Programme Manager. Some people don’t know what programme management is or what programme managers do. So, for those who are wondering, I thought I’d described what I do.
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3 Million Pound Budget Cut! Don’t Panic and Go Look for Help
When dealing with major crisis, like the 3 million pound budget cut I faced once, the first you have you have to remember is: Don’t panic, you are not alone.
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The Kanban Method 101
I’ve been using Kanban for a few years, quite a few years. I like it and mention it often in this blog, so I thought I would outline some of the basics for the benefit of those who haven’t dipped their toe in the Lean waters. Of course I’ll comment on what I like/dislike about it as I go along.
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The Conductor of an Orchestra Doesn’t Make a Sound
Benjamin Zander observed that “the conductor of an orchestra doesn’t make a sound”. This has implications for all leaders, including those in software development.
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Purpose Finding: Only solve problems you need to
Brian Williamson has commented that although “problem-solving is important and good when you are stuck. I’m convinced we are in need of some more purpose finding.” I agree and finding purpose manifests in several places in my approach.
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Example of Day to Day Governance on an Agile Programme
You’d think I couldn’t win. Senior corporate managers are nervous that I am doing unconventional agile stuff, without those reassuring Gantt charts or status reports and hardly any formal minutes. Agilists are horrified that I advocate Agile Governance.
This conflict isn’t impossible it is just one of many places where I can demonstrate that Agile practices aid traditional processes/goals. In this case programme/project governance. I start from the position that governance is not contrary to Agile, it is built in. Rather than less governance my Agile programme actually has more governance than is the norm and is is safer as a consequence. Given this position is fairly controversial I thought I’d explain how I go about governance at the moment. I’ll give you a clue – there is a lot of talking.
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I go where the risk is
“As you know, I go where the risk is. And today I’m sitting here.” I was addressing Rich and Mike – the two guys leading one of my work streams – as I joined their team for the day.
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RAG status – Red is a call for help
A RAG status uses the colour of traffic lights (Red, Amber, Green) to signal project status. This is a pretty standard tool in the project manager’s tool kit but some folk don’t think RAG is helpful in an Agile context. Personally I use RAG status for risks and issues and have redefined what they mean. In my scheme Red becomes a call for help.
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