Agile Home Ownership?

I try to live my life in an Agile-manner. Iterative improvement, utilize a personal kanban board to manage home-work, Product Owner buy-in (wife), etc.

You see, there is a problem at home. There is a larger-than-a-basketball wasp nest 3 stories up with no access to the roof. [This could get messy…]

Is there anything in the Agile Manifesto that talks about:

  • Shaking problems to the point where they go away?
  • What about shooting problems to see if they go away…
  • How about spraying problems with water?
  • Paying contractors lots of moola to do your work for you?…

Inspect and adapt. Yes. I get the inspect part. I’ve inspected it enough. Now its time to… adapt? Hell no. It’s time to go Judge Dredd on it!

What do you think?

What is the most Agile and safe way to solve this personal conundrum?


Retrospective 43 – #Scrum Since 1967 and #Agile Selling



The Bank of Agile

Throw Away Your Steering Committees!

The National Australia Bank (NAB) has recently thrown Steering Committees in the garbage and taken on a more Agile approach to product development. Australian CIOs advocating the Agile software development model have embraced a “behind the scenes” management role to facilitate faster, more flexible teams. Projects no longer involved steering committees and those C-level representatives find them a “a waste of time.”

Rob Thomsett, currently a consultant to the National Australia Bank (NAB), said the bank had adopted Management 2.0 (Management 3.0 anyone?) principles in an effort to reduce bureaucracy and improve speed to market.

“These [executives] want things to happen faster; they want to be successful, they want to trust people… Being first to market in the banking sector is a really important thing … Some of the new products that these banks are working on will blow your socks off.”- Rob Thomsett

While banking technology lasted an average of four years in the 1960s, 70s, and 80s, contemporary organisations were deploying new products in under three months, Thomsett goes on to say.

So if banks can do it… can the financial, health care, and insurance industries of America utilize Agile too? Is there no area of the world where Agile isn’t taking a hold?What can stop this undeniable force of nature that is Agile?

Stop the madness! AGHHHHH!!!

[HT: ITNews]

5 Characteristics of the Innovation Personae

[Guest Post: Paul Boos serves as the software maintenance lead for the Environmental Protection Agency’s Office of Pesticide Programs (OPP).  His team currently uses Kanban and Scrum to maintain the OPP legacy code base.  Prior to that he implemented Scrum as the Branch Chief for the National Development Branch within USDA/Rural Development. Follow him on twitter: @paul_boos]

5 Characteristics of the Innovation Personae:

Creating a Culture for Government Innovation following the Feng Shui

In my prior post I laid out the framework (using Feng Shui) for creating a culture of innovation in the Government.  In this post, I’m going to specifically discuss what characteristics one needs to nurture in the people that are a part of the organization.

Innovation as had previously been defined is the ability to create change, not just adapt to it.  Innovation usually deals with adapting a product or service or creating a whole new product or service.  To do this requires Learning.

I’ll be referencing a few “process” views from Lean Start-Ups as whether they ventures are successful or not, they are generally considered innovative.  Let’s start with the “Lean Circle” as shown in Figure 1.

Here one finds that the blue circles indicate concepts or results form an activity. In established organizations, which would include all Agencies in the US Federal Government with the exception perhaps of the new Financial Consumer Protection watchdog, this will always start with examining existing products or services.

The first activity is Learning

This generates ideas about new products or services or to improve existing ones.  Every activity and product that the organization has done up until this point, whether following the Lean Feedback Circle or not, has been building experience.  Thus not only will one want to nurture learning, but Learning through Experience.  This doesn’t mean that the people in the organization won’t look outside the organization in their learning, but it will have the context of the experiences they have essentially been living.  One should note that this is different than Learning from Experience; that essentially implies that someone could examine case studies or lessons learned and build innovation.  This is less likely to be as effective as those that actually were currently performing work and living the experiences. Continue reading “5 Characteristics of the Innovation Personae”

Agile Publishers

Agile can sometimes be equated with faster time to market and success. For those that have authored books, you know that the publishing cycle can not only be brutal, but time consuming as well. I believe the reason eBooks are on the rise is because of some very Agile practices. My suggestion would be for publishers, as they (hopefully) evolve, would move more into services. What do I mean by that? HELP THE SELF-PUBLISHED AUTHOR get his book out the door quicker. Sounds like a new consulting market to me… 🙂

Top 10 Reasons Publishers Should Adopt Agile

  1. Revenue – The iterative nature of Agile development means features are delivered incrementally, enabling some benefits to be realized early as the product continues to develop. Get that money early. For ePub folks, that means publishing online, piecemeal. That’s what I did.
  2. Speed to Market – Research suggests about 80% of all market leaders were originally first to market. As well as the higher revenue from incremental delivery, Agile development philosophy supports the notion of early and regular releases. Keep the interest going. Build up a brand, build up exposure. Get the word out and grow.
  3. Quality – A key principle of Agile development is that testing is integrated throughout the development lifecycle, enabling regular inspection of the working product as it develops. Sometimes it’s only possible to detect issues or potential problems when you can really see a feature working. It’s not always as obvious from a paper specification. For the book I wrote, I did it in an iterative fashion. Pushed the book out, made adjustments, inspected, adapted, made more changes.
  4. Visibility – Agile development principles encourage active user involvement throughout the product’s development and a very cooperative collaborative approach. Get feedback from people. Get feedback from publishers, editors, copywriters, your community. Active engagement with your audience and market could provide valuable insight. Plus, who wouldn’t want to read a book that they have helped create (crowd sourcing anyone)?
  5. Risk Management – Small incremental releases made visible to the product owner and product team through its development help to identify any issues early in the project, or at least as they arise, making it much easier to respond to change. Don’t put all of your 9-12 months of writing to risk or chance! We move projects away from huge builds and huge roll-outs… why are we still doing it with paperback books?
  6. Flexibility – Change happens. Simple enough. As I went forth into writing my book, I found that there were extra things I needed to add here and there. There were even full chapters that I wanted to add late into the game. Well, since I was working in an iterative fashion, I simply added them in. No harm done!
  7. Cost Control – For authors, cost can be seen as time. Writing a good book is expensive. Hell, if you have enough written, why not just push it out with a lot of polish? If you’ve reached your (say, 6 month time frame), polish what you have, push it out on a blog. Keep iterating on it until you have a full book. Then publish that.
  8. Business Engagement – The active involvement of a user representative and/or product owner, the high visibility of the product and progress, and the flexibility to change when change is needed, create much better business engagement and customer satisfaction. You need a good editor. Period. Get one. Keep them in the loop. But leverage them when you need help on certain pieces of your work. The more input they have, the better your product will be.
  9. Right Product – The ability for the book to emerge and evolve, and the ability to embrace change (with the appropriate trade-offs), the author is much more likely to write the right book, tailor it to your audience, and make sure it is done well.
  10. Fun – Book writing shouldn’t be a drag. If you’re not having fun. Don’t do it. Agile methods allow you to pace yourself, get the right amount of feedback, decrease your risk, and open up the world of possibility for change. When I was fielding publishers for my book, I got a lot of denials. I also got a lot of “We’d love for you to write for us, please make your book 200-300 pages.” Eh? Yep, that wasn’t exactly what I was going for. I used Agile and began #winning at publishing. You can too.

Feel free to email me or post any questions on this post about how I published my book.


Selling Agile to the CFO and Funding Agile Projects

A couple of articles came across my desk that I thought were worth distilling for easier consumption. They both revolve around selling Agile and subsequently funding Agile projects.

In terms of monitoring the costs associated with an Agile project, one should consider:

By capturing task effort associated with completed stories, we can start to correlate story points with cost. Burndown charts can be annotated with the loaded cost of completed user stories (remember a story is either done or not done, nothing in between). Having developed a correlation with story points and delivery cost we are better placed to forecast the cost of delivering the remaining backlog at any given time.

Effective agile development depends on effectively monitoring changes in the business environment. What processes and methods should companies put in place to effectively monitor dynamic changes? How do you know if you are getting it right?

Agile development is a closed feedback-loop system, and the single most important part of that loop is business feedback. To formalise this we can use John Boyd’s Observe, Orient, Decide and Act Loop (OODA) cycle, below:

When selecting a project for David Norton from Gartner says to ask the following: Continue reading “Selling Agile to the CFO and Funding Agile Projects”

Retrospective 42 – #Giveaway Winner and Open Source #Agile


Agile – The Depth Within Simplicity

[Guest Post: Craig Strong, MBCS CSM has been involved with software production for over 12 years and is currently  contracting as a ScrumMaster for Sky. Having been a developer Craig has experienced first hand the effects and problems when being managed by various project management techniques and frameworks. On a daily basis Craig is responsible for managing,coaching and improving cross functional teams using Agile. Follow him on Twitter @craigstrong and blogs at]

Experienced project mangers and professionals are all too familiar with the complexity of decision making processes. In some companies making decisions are long drawn out affairs which involve everyone and everything, no doubt all adding significant time to any project and as we all know, time is money. Companies which have such processes trust such traditions and rely on the hardened practices that everyone knows. Just because traditions have worked in some cases, this doesn’t mean they should be left unchallenged or looked at to improve. After all the first rule of bad business is that if something doesn’t work, keep doing it.

In traditional bureaucracy driven environments, excessive processing and thinking is a product killing, demotivating process which encourages weakness throughout. Unfortunately quotes such as the following ring true for some:

“The perfect bureaucrat…is the man who manages to make no decisions and escape all responsibility.” — Brooks Atkinson

Agile discourages bureaucratic processes Continue reading “Agile – The Depth Within Simplicity”

Agile and SAP – Oxymoron?

I couldn’t count the number of times that I’ve heard jokes about SAP and Agile and the countless sighs and shrugs that soon follow. I’m no CRM expert and I’m certainly no SAP expert, but the limited amount of knowledge I do have about them is enough to color my opinion about how hard it truly is to achieve agility within a robust and rigid SAP environment.

There are, however, some guys out there that make their living kicking butt in SAP environments and utilizing some facets of Agile. Mike Curl, from Bluefin tells us how to implement Agile within SAP:

  1. Chose a suitable first trial project with a trusted business customer, a real problem and challenging timescales.
  2. Don’t just get a bunch of people together and start ‘doing stuff’. You need a real problem to solve and genuine business demand leading to an empowered Product Owner.
  3. Give careful consideration to how many SCRUMS you’ll be running and the resource mix of each. As the number of SCRUM teams increase, so does the complexity of coordination, communication and the risk of conflicting development.
  4. You can’t expect project teams to adapt to new methods overnight.Training, education and coaching are needed, as is some serious change management to sell the benefits and overcome the cynicism which traditionally accompanies the move to agile.
  5. The agile world lends itself to having fewer, more skilled senior resources and this is especially true in the SAP world. Agile team members need to be able to think, design, develop, troubleshoot, test and communicate, often at the same time! Weaker resources soon stand out and become a bottleneck.
  6. The pressure to deliver is constant and relentless. Keeping the team focused and motivated on longer engagements is a real challenge.
  7. Things will go wrong. You need to be pragmatic and adapt. If a finger pointing culture starts to emerge, it needs to be quashed quickly or it will poison the environment and lead to risk avoiding behaviours.
  8. Use some form of micro-blogging so that everyone knows what you’re doing at all times. This helps prevent misunderstandings, promotes good communication and also saves time.
  9. The concept of regression testing doesn’t easily fit into agile methodologies where development often goes to the wire. When you’re building on critical SAP systems, it’s the only way to ensure that your ‘working software’ doesn’t lead to broken software somewhere else.
  10. When multiple components and technologies are being used at the same time, there is a tendency for teams to seek out the ‘weakest link’ and try to pin responsibility for under delivery or slippage on them. This is a cultural problem which needs to be addressed – the whole project succeeds or fails, not individual parts of it.
  11. The impact on support models and organisations must not be an after thought. Throwing something into production and then immediately focusing on the next iteration of delivery isn’t likely to win the project or the agile approach any popularity contests.

[HT: Bluefin]

UK Government Website is Agile

A pilot of an all-in-one government website could give an early indication of the government’s digital strategy with Agile software development techniques, crowdsourcing and cloud computing. is a pilot for a website that could put all UK government digital services and websites on one URL. Wow sounds like something Obama could do during the last segment of his time in office since he did tell us to do Agile…[see Obama Agile Development]

A couple of tidbits as to why I’m excited about the UK government website going Agile:

  • The pilot website, hosted on Amazon’s cloud, was developed in-house using agile software development techniques to involve users early in the project
  • The site will go through two months of testing by UK citizens through crowdsourcing to enable future users to give their views on usability. This approach is widely used in the software industry to get customer feedback on a new version of a product months before the finished product ships.
  • The methods being used by this team are more like the dynamic developments of an IT start-up (government acting like a startup? WOW!)
  • If the pilot, which cost £261,000 to build and run, becomes more than that and is rolled out, its practices could become more widely used in government
  • If this is anything like the UK managing your pensions with Agile, and managing the Agile IT Cartels in the UK, it seems like those good ‘ole brits are doing things right.

[HT: Computer Weekly]

OpenAgile – Open Source Agile Method

There are many flavors of Agile out there. Here is another one to add to the mix: OpenAgile, the world’s only open source agile method.

OpenAgile is a system for rapidly delivering value that is based on three foundations.

1. Truthfulness
“Truthfulness is the foundation of all human virtues.”

2. Consultative Decision-Making
“We never undertook to do any thing of any importance which was likely to affect each other, without mutual consultation. We were generally a unit, and moved together.”

3. The Learning Circle
“Learning is like rowing upstream: not to advance is to drop back.”

Anyone doing work that needs to be organized, effective, and high-quality can use OpenAgile. By using OpenAgile to build capacity, improve processes, and generate rapid and deep learning, people can become more reliable, hyper-producers of value for their customers, communities and society.

I signed up… but then I found out that like many other methods… there is a price associated with certification. Ah, the joys of Agile certification!

Make sure to check it out. Definitely worth adding to your Agile-tool belt!

[VIA: OpenAgile]

Retrospective 41 – #Android and #iPhone #Agile #Apps


University of the Punjab wins at Agile

This came across my desk and I thought it was nice to hear. Frankly, if you were to tell me you come from the University OF THE Punjab… well shoot. You already #won in my mind.

Punjab University College of Information & Technology won first prize in Innovative Research over all categories and second prize in the category of Information Systems in All Pakistan Inter Colleges and Universities Project and Research Competition.

The competition, named as ICT-COMPPEC, is short for Computer Project Exhibition and Competition.

More than 300 projects were presented in the areas of Electro Mechanical Systems, Information Systems, Communication Systems and Digital Systems from more than 40 Universities.

Four BS students of the college, Muhammad Ahsan, Muhammad Shaban, Fareed Babar, and Waqar Ameen won the second prize for their project named “Agile Project Management Tool.”


Ken Schwaber – Always Telling It Like It Is

Ken Schwaber, national Agile Thought Leader and co-developer of the Scrum development framework, was the keynote speaker at the Central Ohio Agile Alliance’s (COHAA) 2nd Annual “Path to Agility” Conference this past month on May 26, 2011.

Here are some memorable quotes from an interview of him with the folks over at IT Martini:

No, I’m not trying to change the entire organization, but change in software development does change an organization.” – In reference to whether Scrum is less about changing IT software and product development and more about changing how organizations get work done.

A methodology tells you what to do, a process is a framework to establish some boundaries. A methodology cannot possible tell people what do to when they’ve never been there.” – In reference to Scrum not being a methodology, but rather a process.

Scrum is like buying a mirror and then creating a program to look in it several times a week. You will get a critical assessment of what you look like.”

Selling a product means saying ‘this is the answer to your problems’ and ‘if you buy this, you will be excellent.’ Scrum, on the other hand, is used to ‘find out,’ selling an idea removes the belief in a silver bullet.”

A support center with a complicated work flow, a support center is a huge flow of similar things. ‘Unique things’ is the home ground of Scrum.” – On when NOT to use Scrum.

As always. Telling it like it is.

[HT: IT Martini]

The Century of Scrum?

During an interview with Steve Denning, Jeff Sutherland said that the 21st century will the be century of ScrumReally?

A couple of excerpts from the interview:

  • “Scrum makes things go twice as fast for anything… so you should look at Scrum outside of software development.”
  • “Scrum makes the process more predictable.”
  • “Scrum is hard to implement in marketing.”
  • “Scrum can help executive teams be a better team together.”
  • “For the CEO to be a great Chief Product Owner, they have to have good product vision.”
  • “Scrum is changing the world… and I want to move Scrum into management.”

Do take a moment and listen to the interview. What are your thoughts?

[HT: Forbes]


Top 5 iPhone and Android Planning Poker Apps for Agile

Top 5 Free iPhone Agile Planning Poker Apps

Francois Baronnet’s Planning Poker – [Download for iPhone]

Rating: 2/5


  • Selected card is now clearly identifiable
  • Two modes: fast or flashy (restart app to change mode)
  • User preferences are saved

Unboxed Consulting Planning Poker – [Download for iPhone or Android]

Rating: 3/5


  • Create a custom set of numbers if the supplied sets do not meet your needs
  • Timer included

Continue reading “Top 5 iPhone and Android Planning Poker Apps for Agile”

Little Bets for Big Ideas in Agile Development

A fun little book was published recently on leadership that really struck a chord with me. Most all of the topics covered by Peter Sims new book Little Bets: How Breakthrough Ideas Emerge from Small Discoveriesseemed very Agile to me.

The basic premise that Sims talks about is a “little bet.”

“A little bet is a low-risk action to discover, develop, and test an idea.  Little bets are the at the center of an approach to get to the right idea…without getting stymied by perfectionism, risk-aversion, or excessive planning.”

Sims, a consultant who co-authored the leadership classic True North, documents how some of the greatest achievements in business resulted from small-scale micro-experiments that provide real-time intelligence and customer feedback, adaptation, and new versions. From Jeff Bezos at Amazon to Eric Schmidt and Sergey Brin at Google, these leaders distrust complex processes and want lots of feedback from customers (OoOoo, very Agile).

By running small experiments with real customers, Sims shows, you develop data, make adjustments, try again. Ultimately, you have the customer-proven results that senior managers love.

Make Little Bets in Agile – Tips from Sims:

  • Systematically learn from setbacks: To learn from your business decisions, you need a mindset that sees failure as an opportunity to make what you do better.
  • Drop failures quickly: Create a prototype of an idea or service, and drop it when it fails without pride of authorship.
  • “Smallify” problems: Bing Gordon, a cofounder and the former chief creative officer of Electronic Arts, popularized the process of guiding software teams to break job tasks down into particular problems to be solved within one or two weeks, rather than setting long-term management goals during which teams often got lost. Smallification is a key tenet in agile software development, which emphasizes collaborative teams responding to customer feedback using live software platforms (the familiar Google “beta” tag for new offerings under development is an example).
  • Learn a lot from a little: Test your little steps on extreme users, the highly informed, intensely passionate consumers or peers whose evaluations will be rich in feedback.

[HT: BNet]

Retrospective 40 – Free Book Giveaways

  • I’m giving away 10 Free books for the rest of the year. Jump on the first giveaway here!
  • Agile Feng Shui – Have inner peace.
  • Agile Pair Programming – More than just dev on dev action. It’s dev and QA action… and even dev and biz action!
  • Agile Independence Day – A tribute to our nations tearing away from government… and… putting ourselves slowly back into Big Government.
  • Agile Certification School – Just in time for summer. Take your Agile summer classes!


Agile Certification School


So a fellow Agile coach and I sat down last week to discuss the PMI-ACP (Agile Cert) and he asked me a simple question:

Would you let your child enroll in a class on heart surgery from Emory University when you knew that the professor didn’t complete or take the doctor’s exam?… so why are people looking to get books, training, and consulting on Agile exams and certification from people who haven’t even taken the exam yet themselves!

Good question.

Agile Pair Programming

When I think about pair programming in Agile, what I really think about are several facets, not just the usual: 2 Developers, 1 keyboard.

I think Agile developers should not only pair in some sort or fashion, but I believe that testers should pair with development as well. The benefits of pairing developers and testers in my mind are so valuable for an Agile team, here are some of my favorite reasons:

Agile Pair Programming and Testing

  1. Testers and developers will learn from each other through ‘promiscuous pairing‘ (pairing with many different developers and testers throughout a development cycle)
  2. Testers learn programming techniques – Such as how to better do automated testing
  3. Developers can go through testing tasks earlier with a tester to give guidance
  4. Test cases are covered earlier through developer pair reviewing
  5. Testers and developers create a shared language, a common vernacular that helps with communication and collaboration

What other benefits do you suggest comes with pair development?

Agile Feng Shui for Government Innovation

Feng Shui for Creating a Culture of Innovation in the Government

[Guest Post: Paul Boos serves as the software maintenance lead for the Environmental Protection Agency’s Office of Pesticide Programs (OPP).  His team currently uses Kanban and Scrum to maintain the OPP legacy code base.  Prior to that he implemented Scrum as the Branch Chief for the National Development Branch within USDA/Rural Development. Follow him on twitter: @paul_boos]

This presentation, based on one I will give for the upcoming Agile DC conference, explores how creating a culture of innovation, in particular for a Government organization, needs to follow some of the principles of Feng ShuiJust like you use Feng Shui to create positive energy in a home, we’ll use Feng Shui to address how to create positive energy in an organizational culture.

When you look at the text book definitions of Feng Shui, Culture, and Innovation you find that what we are after is a “system” of inherited ideas, beliefs, and values that lead to organization that continually make change.

Essentially we want to create an order to grow ideas.

In Government organizations, we have some limitations that other organizations don’t have (or have as many of them); things like statutory requirements, Federal policies, budgets that are more constraining in how we make investments (not necessarily size, but how they get planned and implemented), and of course the fact that we are there to maintain the public trust.  All of this is basically designed to ensure we do what is right.  What we must realize though is that we should cautiously add further limitations as they inhibit our ability to innovate (i.e. make changes).

So to sum up the goal of this presentation, we’re going to go over some concepts to help people grow a culture of innovation.  But before we dive into it, let’s rhetorically ask the question of “Why doesn’t the Government innovate?”  As we look at putting our Feng Shui in place to establish positive energy, keep in mind the inhibitors you see that prevent it.  I believe you will be able to understand what you need to do to help yourself do this. Continue reading “Agile Feng Shui for Government Innovation”

6 Months – 10 Great Book Giveaways

Yep. These books + more are going to be given away for the rest of this year!

I’ve been slowly collecting extra copies of books that I just absolutely have loved reading in the past 6 months. The books are all over the map, from project management, social media, executive reading material, books on blogging, and more.

Every month will be a new book up for grabs, so stay tuned, and let your friends know.

How to enter:

  1. Comment on this post
  2. Tweet this post

Simple. Jump on it! Contest entry closes (for this month) on July 16, 11:59PM.

First up, Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality – Scott Belsky

This book seriously will rock your socks off. Overcome the obstacles between vision and reality. Make your reality happen. Trust me, you will love what Belsky has to say. He totally changed my thinking on several occasions… could it be true that we are our own worst… blocker?

Daily Scrum

  1. Yesterday I couldn’t complete my work because I block myself.
  2. Today I want to move forward, but I’m blocking myself.
  3. I’m the blocker.

Stop being the blocker. Make it happen.

Agile Independence Day

July 4 – Agile Independence Day

When in the Course of human working environments, it becomes necessary for one people to dissolve the corporate bands which have connected them with another, and to assume among the powers of the earth, the separate and equal station to which the Laws of Obama, a decent respect to the opinions of all team members requires that they should declare the causes which impel them to be high performance teams.

We hold these truths to be self-organizing, that all people on a team have value, that they are endowed by their ScrumMaster with certain unalienable Rights, that among these are Life, Liberty and the pursuit of test driven development. That to secure these rights, teams are instituted among Men, deriving their just powers from the Perfect Product Owner, that whenever any Form of Government becomes destructive of these ends, it is the Right of the teams to alter or to abolish it, and to institute new organizational structure, laying its foundation on such principles and Agile manifesto, as to them shall seem most likely to effect their Safety and Happiness. But when a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, as a team, to throw off such Government, and to provide new Guards for their future security.

We, therefore, the Representatives of the Agile manifesto, solemnly publish and declare, That development teams are, Absolved from all Allegiance to the tyranny of the waterfall, and that all connection between them and the old school practices, is and ought to be totally dissolved; and that as free teams, they have full Power to levy War, conclude Peace, contract Alliances, establish high-performance teams, and to do all other Acts and Things which Independent men may of right do. And for the support of this Agile Declaration, with a firm reliance on the protection of divine Providence, we mutually pledge to each other our Lives, our Fortunes and our sacred Honor.

Retrospective 39 – Certs and Agile Walkthrough

  • APMG Agile Certification – Worth looking into?
  • Agile Car Insurance – Looks like one small insurance agency is looking into Agile to make their customers happier. Are the bigger insurance agencies taking notice?
  • Agile Transformation – See what can truly happen when a company embraces Agile. The culture totally changes!