This week I want to talk about something different.  Several years ago I adopted a work practice that, while simple, has immensely improved how effective I am while simultaneously reducing my stress.  I wanted to share it with you all.

What if your team, which is agile, has been part of a merger, and ow you are reporting to waterfall management?  Maybe they don't even know, yet, how you are managing your work.  What happens when they do.  Let's talk about that.

Once you have gained the permission to conduct an agile experiment within a waterfall organization, how can you prove its effectiveness?  This episode is all about that question.

An Agile Champion within a Waterfall Organization needs assistance, and that may have to come from you.  I'll discuss this week various approaches I've taken to accomplish this

If your team is using an agile project management approach, and your overall organization is not, then how can you overcome the mismatch of processes, expectations, and how your team's work is being evaluated.  This episode will introduce a series of podcasts on addressing this problem.

How can we best ensure compliance with the regulators that govern us?  It often seems like they compel us to behave in non-agile ways, so if we seek to be agile, how can we resolve this.  That's what this episode is about.

If you are agile but your vendors are not, how can we operate effectively?  That's what this episode is all about.

How can agile, which has its origins in managing relatively small teams, be scaled to the overall enterprise?  There are some very important issues to address for this to be realistic.

This week I will discuss two important aspects of the continuous process improvement that agile requires: Retrospectives and Feedback Loops.

An agile approach focuses us on business value, constant improvement, and building quality into everything we do.  But what about the older systems that we have inherited?  That is the focus of this week's episode.