Coaching

The goal is to write at least once a month about topics that relate to my work - Enterprise Agility, Leadership, Entreprenuership, Personal Develop and Africa. My writings represents my opinions and it will change over a period of Time.

Shu Ha Ri Model

Models are useful tools that helps understand our self and the growth process. Learning is a critical part of the growth process and I have always referred to the Shu-Ha-Ri concept as a model that help me with mapping out where i was along the process. It is a a very simple but POWERFUL concept and i am hope you find this useful as much as I have. Shu: In this phase, the apprentice follow the rules that have been taught and rarely deviate from the rules.

Remote working in Agile Organisations Post Covid19

I have always been one of those people that believed one of the major factors for succeeding with Agile ways of work is physically co-located teams. As far back as 2007, I remember the joys of walking into an open plan office bustling with activity, and colourful post-it notes on white boards within the office. Being the self confessed Agile Evangelist that I was, I would lobby for co-location within the work place as i believed it complimented collaboration; we just preferred the business and technology teams sat next to each other.

Driving a Technical Spike Using Behaviour Driven Development

Most Agile methodologies provide for the application of a Technical Spike for exploring a new technology or risky areas of a product. The Scaled Agile Framework (SAFe) methodology defines the Spike as a type of Exploration and Enabler Story. There are a number of approaches that have been recommended for Technical Spikes. These include: Estimating and sizing a Technical Spike Story Timeboxing a Technical Spike . The Technical Spike is exploratory in nature and it is conflicting to attempt to estimate the complexity for a piece of work that is not well understood; in my experience most teams would rather Timebox the efforts required to complete a Technical Spike.