The IIL Blog
MARCH 5, 2024
You may choose not to adopt certain aspects; those that you do adopt will continue to mature as you refine your internal processes and governance. Georgina is an ITIL 4 Managing Professional as well as a Prince 2 & Prince2 Agile Practitioner. Continual improvement is the key. Browse IIL’s ITIL Courses here!
Scrum.org
DECEMBER 14, 2023
Larman's Laws of Organizational Behavior are profound insights derived from years of studying how large organizations react and adapt to change, particularly when transitioning to Agile practices. The ROWE Experiment In late 2008, the Gap Inc. Agile-ity is here to help. Let’s see these concepts in action. Interested?
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Herding Cats
MARCH 17, 2019
Project Governance. Agile Project Management. Agile Software Development for Government Software Intensive System of Systems (SISoS) , Boulder Agile Meetup, 27 July 2016. Integrating Agile Software Development with Earned Value Management , College of Performance Management, IPM Workshop, 2015.
Agile Coach
APRIL 19, 2018
Context : it’s important to understand what triggered me to move away from agile, and into org change. About a decade ago I was an innocent bystander in a screaming match between our ‘senior’ agile coach and a senior manager. That’s the reader’s digest of my life from 2008 to 2014. F-bombs and all.
Velociteach
MARCH 20, 2023
And then as the recession came along, the great recession in 2008-2009, I essentially bought the business from the company I was working with and created Atlas Turf. Alan Zucker’ s Agile Beyond IT course, delves deeply into how using an agile mindset can help improve productivity on all types of projects.
Herding Cats
MAY 10, 2019
This blog page is dedicated to the resources used to assess risks, their impacts, and handling strategies for software-intensive systems using traditional and agile development methods. 79, 2008. “`,” Stephen Ward and Chris Chapman , International Journal of Project Management , 21, pp. Risk Management Papers. 1994): 707-712.
Scrum.org
NOVEMBER 2, 2018
It’s an agile activity which looks like it ought to be a no-brainer for teams…something they’d want to buy into, and of clear value to all. Everyone else seems to have more important matters to attend to than another piece of agile “fluff”. The original is Alex Osterwalder’s Business Model Canvas , proposed in 2008. Why, though?
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