Strategy & Change

Energy and Utilities

After a long period of stability, Enexis is under pressure

Guiding year plan process for the BOD and EB

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After a long period of stability, Enexis is under pressure to increase productivity and reduce costs to accelerate the energy transition

Netherlands

Guiding year plan process for the board of directors and executive board

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Tips for portfolio organization, the portfolio process and continuous improvement thereof.

Managing value with portfolio management – 3

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In the first part of this blog series I indicated that there can be several forms of development in an organization, but always with a common goal: realizing value. With portfolio management you find each other by continuously managing this in a coherent manner. In the follow-up blog I provided a set of concrete tools to continuously manage the highest value in a coherent manner. In this third and concluding part, I provide tips for portfolio organization, the portfolio process and continuous improvement thereof.

Managing value with portfolio management – Part 3

Digital

Guidelines for portfoliomanagement

Managing value with portfolio management – 2

In the first part of my blog series I indicated that in an organization with multiple development forms there is a common goal: realizing value. With portfolio management you achieve the highest value together by continuously managing this in a coherent manner. In this follow-up blog a set of handles.

Managing value with portfolio management – Part 2

People find it difficult to make choices and mainly driven by costs, not by value

Managing value with portfolio management

In organizations with many IT initiatives (development of front-end, ERP system, data platform, infrastructure, etc.) the following sometimes occurs: There is a lack of coherence between all these initiatives, people find it difficult to make choices and mainly driven by costs, not by value. Decision-making starts slowly and it takes a long time before initiatives are realized. All this does not benefit the working atmosphere, which may make it difficult to retain employees.

Managing value with portfolio management – Part 1

How to ensure that agile and devops teams realize the strategic organizational goals

SAFe portfolio management in practice

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How to ensure that agile and devops teams realize the strategic organizational goals?
Traditional portfolio management is based on multi-year and annual plans for projects and programs, with associated budgets and management. The portfolio is evaluated over the course of a financial year and priorities are recalibrated. Because the vast majority of technology is developed in an agile way, or even devops, this conflicts with the traditional portfolio cycle. Because agile teams do not commit to the long term; you don't have to expect any planning from these teams. Agile teams are accountable with reviews (demo) every two weeks; progress reporting as an accountability mechanism is a far cry. What is the guarantee worth to a portfolio manager that the capacity is properly allocated? How do you ensure that the realization of the agile teams is in line with the organizational strategy and therefore the portfolio?

Ron Mostert

Organisations have high hopes for their agile transformation. How to succeed?

How an agile transformation succeeds?

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Organisations have high hopes for their agile transformation. Yet after the initial successes, many organisations often find that their agile transformation gets stuck. The enthusiasm among employees, management and customers disappears. Improvement stalls or things even get worse. In this article, our experience of what often goes wrong and how to prevent it.

Geert Eggens

How do you make an agile transformation succeed?

Circumstances demand of every organization, that it be designed agile

Agile governance

agile-governance

Agile leadership 
Internal and external circumstances demand of every organization, that it be designed agile. The question is no longer whether you want to work agile, but how you set this up for your organization. And how you shape Agile leadership in doing so.

Clients like to have an estimate even if the work is going to be done "agile".

How do I estimate my agile project?

Hoe begroot ik mijn agile project?

Clients like to have an estimate of functionality (still) to be built, even if the work is going to be done "agile". This seems perfectly justified to me. To estimate, two approaches are common in ICT: working with function points or working with story points. Function points have been around since the 1970s. Working with story points is relatively new and has grown in popularity, especially through agile working. It is sometimes claimed that one method works and the other does not. But this is a lot more subtle. 
When does what work best? Here are my insights on that question and my tips from practice.

Ed van Doorn

Purely in accordance with the letter of Scrum, is the Project Manager redundant?

Scrum challenges the role of Project Manager

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Purely in accordance with the letter of Scrum as an Agile methodology, the collaboration between Product Owner and (scrum) team makes the need for the classic Project Manager redundant. 

A Scrum Master and Product Owner, together with the scrum team, ensure that this task – just like 'testing' for example – is tackled within the team. For this 'self-organizing group of people', direct interaction is central to their mutual cooperation and coordination with stakeholders in the immediate environment.

Aart-Jan Eenkhoorn

Does Scrum really make the Project Manager redundant?

An Agile annual plan requires more than a day of scrumming

Agile annual plan: one day of scrumming?

We willen ons jaarplan met de Scrum-aanpak schrijven, wil jij ons begeleiden?

The end of the year is in sight. This also means the annual moment of looking back and forward. Luckily the caller can't see my smile when he asks: 
'We want to write our annual plan with the Scrum approach, would you like to guide us?' 
The smile is of a farmer with a toothache. Because although facilitating an annual planning session is interesting, it generally has nothing to do with what scrum is intended for.

Report differently in Agile software development to maintain grip and control

Report differently in Agile development

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In the software, past results do not guarantee future performance. Everyone knows examples of software developments that are stopped after so many years without results. Control mechanisms are therefore set up at every level. An important but often forgotten aspect of auditing is: how do you report when software is developed with Agile Working? Important because almost all software is developed with a form of Agile Working: Scrum, DevOps, SAFe, etc. Agile Working requires a different rhythm and different measuring instruments to maintain grip and control over software development.

Agile working or agile software development is not new. Four praticle tips how to manage.

Four practical tips for Agile management

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Agile working or agile software development is not new. Many types and forms of Agile software development have been used over the past 25 years. Each of these types brought a certain focus. Such as Rapid Application Development (RAD) in the 1990s with the bringing together of design and development and Extreme Programming with, among other things, the four eyes principle. Since the millennium, Scrum as an Agile approach has increased in popularity. Scrum is a form of incremental work in which working software is always delivered in small teams in a short time. A working piece of software then takes precedence over producing (a lot of) documentation.

Is Agile Programme Management the solution for 'getting a grip' on changes?

Agile MSP: getting a grip on change

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Darwin observed this 200 years ago: not the strongest or the smartest but the most agile survives. In times of disruptive technologies and changing business models, complex -and long-term- change requires a more agile kind of management.   

So is Agile Programme Management the solution for 'getting a grip' on these changes?

Does Agile working make sense with fixed requirements?

Agile working with fixed requirements?

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If the requirements for a system are known in advance and will therefore not change during the process, does agile working make sense? Because, as is often the reasoning I hear, agility or exploratory work is not necessary. In my opinion, this is only a half-truth and in this blog I would like to share my view on why the agile way of working can be very productive, even with fixed requirements.

Since the introduction of the GDPR, privacy has never been so prominent.

Agile working and privacy go hand in hand

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Since the introduction of the GDPR, privacy has never been so prominent. The GDPR requires by law that privacy has been considered in advance when realizing new services, processes and systems. This is called “Privacy by Design” (hereinafter PbD). Agile working, such as scrum, is delivered per sprint of 2-4 weeks, with a focus on rapid implementation of new functions. Privacy is often still regarded as a side issue or final element. I also repeatedly hear talk about the “privacy ballast” that would hinder Agile working and would also be contradictory to Agile principles. With this blog I want to emphasize that “Privacy by Design” fits perfectly into Agile working and that the two even reinforce each other.

Book ‘Grip on Agile working’ with experiences from public and private organizations.

Book ‘Grip on Agile working’

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At the successful CIO seminar “Grip on Agile Working” we brought together managers from public and private organizations to share experiences about managing organizations in relation to agile working. Because successfully applying the agile principles and achieving the agile ambitions of the organizations requires a different type of organizational management. We call the latter Agile Management.

Business Agility

Agile strategies in recycling & waste processing industry

Transforming IT for sustainability

Transforming-IT-for-sustainability

Our client is a major player in the recycling and waste processing industry in The Netherlands and Belgium. They are on a mission to become an industry leader in the circular economy, processing waste into valuable raw materials.

Reinier Kersbergen

Simon Atteveld

A guide to moving from start-up to scale-up for quality, professionalism and speed

Revolutionizing product development

revolutionizing-product-development-for-growth

Industries are constantly facing the challenge of emerging technologies, and companies that respond with agility and flexibility tend to gain a competitive edge in bringing their products to market.

Talita Lemes

Revolutionizing product development for growth

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Whitepaper: FinOps - The Key to Cloud Cost Management

Whitepaper: FinOps

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Organizations are struggling with rising cloud costs. FinOps* enables them to gain insight into costs and continuously optimize them, leading to more control and better decisions around cloud usage.
*The term FinOps has been around for a while, but in 2019 The FinOps Foundation set itself the goal of promoting best practices, training and standards around financial management of the cloud.

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