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While agile approaches can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile approaches such as Scrum. This study uses a...
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This guide is intended for: people planning communications activity on behalf of agile teams people doing the communications activity (especially blogging, presenting, or filmmaking) people who manage the people described above, who want to understand what they're doing and why The government service standard encourages teams to work in the open as much as possible, echoing item 10 in the government design principles, “make things open, it makes them better”. This guide was written to help teams do just that.
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Executives need to be a cross between Spider-Man and Simone Biles
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The Driver-Pressure-State-Impact-Response (DPSIR) framework has been applied to various environmental problems at multiple spatial and temporal scales and attempts have been made to conceptually improve the framework to encompass various stakeholder perspectives. However, recent literature experiences in the field have challenged the inclusive character of the framework applications. In particular, the framework's inability to incorporate the aggregated informal responses of people affected...
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Tell me if this sounds familiar: Well-thought-out strategies change seemingly every other quarter. 9-month projects that take two years to complete. Disgruntled managers talking about “low velocity”, “lack of ‘can do’ culture”. Skeptical employees talking about lack of vision, bad planning, politics. Spending lots of time on planning, replanning, scope-downs Disappointing launches that customers generally […]
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Most product ideas deliver no benefits. In this article I show a real-world prioritization example using ICE and the Confidence Meter
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The Principles for Digital Development serve as a compass for those working to promote sustainable and inclusive development in today’s complex digital landscape. Using these Principles as a starting point, policymakers, practitioners, and technologists will be better equipped to ensure that all people can benefit from digital initiatives and from the broader digital society. Originally developed in 2014, the Principles are officially endorsed by more than 300 organizations, including...
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Adaptive management has been considered a valuable approach for managing social-ecological systems involving high levels of complexity and uncertainty. However, many obstacles still hamper its implementation. Law is often seen as a barrier for moving adaptive management beyond theory, although there has been no synthesis on the challenges of legal constraints or how to overcome them. We contribute to filling this knowledge gap by providing a systematic review of the peer-reviewed literature...
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Knowledge-intensive companies that adopt Agile Software Development (ASD) relay on efficient implementation of Knowledge Management (KM) strategies to promotes different Knowledge Processes (KPs) to gain competitive advantage. This study aims to
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Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. These trademarks complement the findings from The McKinsey Global Survey Results: How to create an agile organization.
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Development projects don’t always work as planned. This has long been acknowledged by those in the sector, and has led to several approaches that seek to solve complex development problems through enabling and encouraging greater adaptiveness and learning within projects (e.g. Doing Development Differently and Problem-Driven Iterative Adaptation). Digital development projects experience many of these issues. Using technology for transparency and accountability (Tech4T&A) projects in Kenya as...
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Eighteen practices for organizational agility The survey asked respondents about a series of specific actions that underlie each of the 18 practices (9 of them stable, and 9 dynamic) of organizational agility; all of the practices are summarized in the table below. To rate respondents’ organizations, we asked how frequently their performance units engaged in each action that supports a given practice.
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Extreme Teaming Lessons in Complex, Cross-Sector Leadership Today’s global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross industry projects and the ways they must be managed. Leading experts Amy Edmondson and Jean-François Harvey analyze contemporary cases that expose the complex demands of cross-boundary collaboration on...
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This fresh perspective on crucial questions of history identifies the root metaphors that cultures have used to construct meaning in their world. It offers a glimpse into the minds of a vast range of different peoples: early hunter-gatherers and farmers, ancient Egyptians, traditional Chinese sages, the founders of Christianity, trail-blazers of the Scientific Revolution, and those who constructed our modern consumer society. Taking the reader on an archaeological exploration of the mind,...
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