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“Done the Agile Course: It’s all ‘Black and White’ now”.

As we all know, completing one of the wide range of Agile training courses helps a delegate acquire a very good understanding on the topic. However, after the course, delegates continue on their journey towards agility. I know that they will often encounter many situations where they’ll have questions about how to implement their new Agile knowledge in their own specific context.

After the training that I deliver I encourage delegates to stay in touch and contact me when they come up against such moments. A good example is when I recently had this question arriving in my inbox, I thought the answer would be of interest to a wider audience:

“I am wondering what agile uses to record and report progress against requirements, actions, issues and objectives. Is this different to regular Project Management?”

This is a frequent question, but the answer is not simple or straight-forward! The truth is that what I use will depend on the context in which you operate and how agile or traditional the rest of the organisation is.

The key is to adopt the leanest approach to reporting that still satisfies the rest of the organisational need. For example, having a very good information radiator (or task board) which shows progress against the Scrum Sprint stories and objectives may be enough for some organisations (i.e. take a picture of the information radiator and circulate around as a weekly progress report)

However, other organisations are firmly anchored in more traditional approaches and they require more traditional reporting methods. In this context, looking at what the Agile Project Management method offers may help. AgilePM makes interacting with frameworks such as PRINCE2 easier and has a whole range of PM-friendly products that, despite being Agile at their core, are also well-understood by more traditionally-focused colleagues.

In the Lean-Kanban world I talk about “starting where we are today” and incrementally introduce an evolutionary change process that helps people improve without creating a resistance to change…So, my advice is always to change things in small steps without causing a major disruption that scares people off and makes them resistant to change.

radtac has a very long track record of delivering consultancy and training in all these Agile methods (Scrum, AgilePM and Kanban) and is well aware that the key to the adoption of practices is to ensure that they fit your context and enable change to emerge towards agility. There is no “black / white” answer.

There are plenty of forums out there, we have established PALS (Pragmatic Agile and Lean Social network) for our alumni (http://linkd.in/10RNFAd) and to really show our commitment to improving content and providing added value for customers. I hope this helps you and don’t hesitate to contact me if you have a question as developing the community is core to our values.

Jose Casal Head of radtac:learn Jose.casal@radtac.co.uk @jose_casal

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