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Category Archives: impediments
One impediment at a time
Why is it important to focus attention on one thing at a time, one impediment? Well, there are many reasons. But let’s take a few. First, get something completed. So often we try to do “everything” and nothing gets done. Second, we need fast feedback. For example, sometimes our “improvement” is a stupid idea. Only […]
Small teams
I was just looking at “The Discipline of Teams” by Katzenbach and Smith. These are the same gentlemen who wrote “The Wisdom of Teams.” First, my strong bias (which I find is reinforced in many places, including this book) is that all “real work” these days takes place in teams. (Yes, I need to add […]
What is the scope of impediments?
Last night at Agile-Carolinas we had Israel Gat, VP of Distributed System Management at BMC Software. He spoke on “Leading the Disruption.” He is giving this talk also in Austin, TX (and maybe elsewhere). If you get a chance, I urge you to go, or just contact him. After that meeting, I had several conversations. […]
“You can observe a lot by just watching”
As some of you may know, I am a fan of Yogi Berra quotes. The guy is amazingly smart, and by saying some things in a ‘stupid’ way, he makes you laugh and the lesson sticks a bit more. Since he was a coach, I can also relate. One of his quotes is: “You can […]
Top Enterprise Impediments – Part 2
This post is a continuation of the previous post on Top Enterprise Impediments. Here we add three more impediments. None or minimal business commitment. This problem is very common. It derives in part from the business people viewing Lean-Agile as a technology initiative. It also derives from the business people believing in magic. I mean: […]
Some Top Enterprise Impediments
I have had several conversations on this topic lately, so I thought I would post some thoughts. Actually, this will take several posts. (And one could argue that many earlier posts are also about this topic.) My aim in the comments below is to identify and describe the main impediments that are most typical in […]
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