Welcome to My Blog

My thoughts on Lean, Agile, psychology, creating businesses excellence & making people happy.

Project Boards are agile

Scrum Masters normally do not have access to a Project Board but in my opinion, they should. With PRINCE2 the Project Board is accountable for the project's success. Within the Project Board there are three separate roles: The Executive is accountable for the...

Where Scrum sucks

I do love Scrum. But at the same time Scrums sucks at a lot of areas from a business point of view. In my opinion the Scrum process is great to get things done. It's great to get a motivated team with focus, it maximizes creativity and delivers value. The business...

Lessons (not) Learned

PRINCE2 prescribes incorporating 'Lessons Learned' into the project's processes. There's the post project Lessons Learned within the process 'Closing a Project', but also the transition from one stage (iteration) to another is an excellent opportunity to learn from...

New PRINCE2 2009 manual

I'm very, very, pleased with the new 2009 PRINCE2 manual. The method has not been changed, it's the description of the method that has changed. This new book emphasizes not the theory of the method, but the principles behind the method and gives much more practical...

Velocity planning or capacity planning (or both)?

Traditionally (if that even exists with agile project management) the team's velocity is expressed in the number of story points delivered per iteration (sprint). In an ideal (theoretical) world, the next iteration's velocity should be the same (or slightly better)...

Lean Business Process Design

Lean Business Process Design

In most projects some amount of analysis is required. With an agile method like Scrum there's no room for a separate analysis phase. It is assumed that analysis can be done concurrently with design and build activities. This is often true when the business process is...

Psychology of a timebox approach

Timeboxes are widely used in agile and non-agile projects. The idea is that scope is (or should be) limited to the amount that is feasible within the given timeframe. The assumption is that the team is capable of limiting itself to tasks that can be completed within...

Stakeholder alignment

Have you ever noticed how much energy is put in getting stakeholders to work together when they actually won't (and don't), even when it is in their best interests? A fine example of this is the change management procedure. Sometimes more energy is spend in analyzing...

Managing expectations with Scrum

One might say that managing expectations becomes much easier with an agile approach like Scrum. In stead of waiting for months before there is any result visible the Scrum approach delivers results each iteration (each sprint), thus building trust and creating...

PRINCE2 choices

Some people asked me what I meant with "implement all PRINCE2 processes" in my last post. "Did you really mean all processes?" Yes that's correct, I do mean all processes. And trust me, it still can be lightweight, depending on your choices. Let me explain. With...

Maintaining focus

One of the challenges within projects is to keep focus on what's really important. The project has (or should have) a specific goal. When things go wrong, when issues and changes occur, are we still focused on that goal? There is a very powerful tool to create and...