Many large enterprises struggle with annual project budgeting cycles; big up-front planning; arduous governance, portfolio, program, and project management and control mechanisms; and other systemic efforts that, while intending to establish more predictability/control and less risk, often do just the opposite. This can cause Agile initiatives to falter or to collapse under the weight of an unrelenting command-and-control mindset.
Advisor
About The Author
Steve Bell serves on the faculty of the Lean Enterprise Institute, and the Lean Global Network. He has published three books: Run Grow Transform, Lean IT and Lean Enterprise Systems. He is a recipient of the Shingo Prize for Operational Excellence, and coined the term “Lean IT.”
Mr. Bell has championed the convergence and collaboration across technology communities (including DevOps, Agile, Scrum, ITIL, ITSM, COBIT, ISO, and others) through… Read More
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