introduction changing collaboration

Quote on this page: I am a Agile adept. What not means Prince2 projects are a bad thing. Until recently I was in several project boards. Agile way of working simply more flexible, better pace of change, etc. You are much more and better in control using Agile/Scrum way of working.

Big mindset change

Agile way of working means more than another flavour of Prince2. It is flexible (Agile), team responsibility (you build it (IT) and you run it (IT)), you need other governance, it will increase productivity tremendously, you should automate your processes and controls. And also replace old functions into new roles. But more important than ever before: Business buy in, Business commitment and appearance on every team meeting. Agile way of working is a big culture change... and starts at management level.

Business and IT aligment


In the past I have seen several attempts to close the GAP between Business and IT. The last one I have seen in project way of working was CMMi. On maturity level 2 you will find Requirements Management and on maturity level 3 you will find Requirements development. Requirements development, together with the business is most important, including the signed off the requirements.

The issue here still is that the IT department still right down the requirements. It is there interpretation of what the business wants to achieve.


Agile way of working is another attempt to close the GAP between Business and IT. What is different this time? Business is writing down the Story, there will be story mapping. And of course the Business needs some help. That’s why I suggest to have Business Consultants on the Business site. They should be part of the business, they would make (as part of the Business) the stories on what IT should enable the Business grow.


Prioritysation will be done by Business stakeholders and is based on 3 components:

  1. Business Value
  2. RISK
  3. cost of delay


Suggestion to read:

Pearson Education User Stories Applied

Employability and education are key

Education is always very important to get to an higher maturity level.

In the transition to Agile/Scrum/DevOps it is mandadory in every step and for every employee.

some samples what should be available in this transition:

  • Professional Scrum Master (PSM1) education and training (my suggestion: for everyone who is in a DevOps team. mandatory for the whole management team)
  • Professional Scrum Product Owner (PSPO) education and training (for all the Product Owners before they start in this function)
  • Leading Agile Transition training (mandatory for the whole management team, team leads and Product Owners)
  • Leading Scaled Agile Framework (mandatory for the whole management team, team leads and Product Owners. PSM1 or PSPO training are prerequisite to enter this training)
  • Agile basics for all employees outside DevOps-teams

In my whole career I never have seen processes reinforcing each other as I see it today.

Business involvement and Business prioritized the backlog + the team takes the ownership of the change + small iterations (small changes, low impact, better testing) + Test vision, test environments and test automation + continuous delivery + incident- and problem-management + life cycle management.

That's makes: > 40% better TTM, stability, reliability (never have seen that low numbers of incidents), availability.


I did made this working twice now... it is not a theoretic model, it is a best practice.

2nd quote on this page: How many paper do you need to change 1 line of code?

Let start thinking of that question, please.

There nothing wrong with waterfalls. But I love the above one the most.

RIEKELT PASTERKAMP



Management Drives: Oranje / Geel

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