Agile Procurement

Agility of procurement is a major issue for many organisations. Especially as we try to increase our agility in working, it is often the procurement department that we run into like a brick wall. E.g. from personal experience it can take months to hire a consultant or contractor, which makes it impossible to work.

Climate change

Media are awash with hysterical (and not as in funny) misinterpretations of the recent IPCC report, all of them along the lines of "we have 12 years to save the world". I'm as concerned about climate change as anyone, but the apocalyptic bullshit over the latest IPCC report only discredits the real science. It's not saying anything like we have only 12 years to save the world.

New Ways Of Managing

I'm now convinced that transformation to Agile isn't about new ways of working, it's about New Ways Of Managing™.
Change the governance, policy, KPIs, system, products, services, and people development. The culture and work will change.
This is the IT Skeptic's Big idea for 2018.

Why Theory of Constraints seems a poor model for IT

I am no expert but I worry that the Theory of Constraints is a bad model for IT.
Our systems are networks not linear flows. Mik Kersten's new book explores this.

Just enough documentation of practices

Let the people doing the work design the work. Stop patronising knowledge work professionals.

Velocity through quality

ImageThe fundamental axiom of New Ways Of Working And Managing (NWOWAM, pronounced "wow, man!")is "Velocity Through Quality".

Overcoming the dysfunctions of IT project management

I've had fun on twitter since I tweeted The 20 dysfunctions of IT Project Management and said that it comes from my presentation "Project Management is the worst thing ever to happen to IT".

The oxymoron of agile project management

Talk of "agile project management" is just lipstick on a pig. Project management is the worst thing thatever happened to IT. It's time for it to back out quietly.

CIO magazine - who ought to know better - came up with this bizarre statement:

Integrity and ethics in IT

IT is not an intellectual puzzle put there for you to show how clever you are, divorced from the social and moral implications of your work.

I've blogged on personal accountability before:

Mincing money: the boundary between Agile and project funding

There is a boundary problem where the "Product not Project" structure of standing teams and streams of work meets the Project/business-case structure of programme/portfolio management and financial governance.

At that boundary, management needs to create white space to stop the two models clashing, and to mince up the money, turning big project gobs into steady team streams.

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