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Consequently, many consultants responded to the increasing demand for agile practitioners, particularly from corporate organizations, by rebranding themselves. The purpose of the whole exercise is to start a conversation about what part of your agile transition is going well and where action needs to be taken.
Here is what is so baffling especially now: all non-US contracts I’ve ever signed include a boiler-plate Force majeure clause, but those are clicked through faster than the legalese on a social media app, and this class of risk is rarely reflected in any of the planning exercises that these contracts pertain to.
Though I would exercise extreme caution here. Would you plan and act differently knowing that the sponsor fully follows the suggestions of his CTO? What if I send the information directly to the customer without consulting with John? Become a mediator between parties that provide conflicting requests. Here is another example.
I am the director of technology solutions and CTO for Edwards Performance Solutions. We are a consulting company in the DC Baltimore area that specializes in project and portfolio management for about 80% of our customers in the government space, the other 20 in the commercial space. This is part one of the series.
I’m Matt VanVleet, the ChiefTechnologyOfficer for Leading Agile. I used to have my own consulting company and have been involved in Agile practices since XP and before the Agile Manifesto. As a consultant, I’ve encountered many impediments or barriers to Agile transformation.
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