Introduction As adoption of agile extends beyond technology, it has begun to clash with traditional resource planning processes and governance. Organizations must fund agile teams continuously, treating them as durable units rather than temporary cost centers. They know they must disconnect funding from the work, and connect it to the team instead. In legacy terms, […]

Introduction Traditional timesheets are often viewed as administratively heavy, yet auditors typically require detailed time tracking to support capitalization calculations and financial reporting. Fortunately, it's possible to implement an effective alternative by leveraging a strong culture of estimation. This method calculates a clear cost per unit delivered (e.g., per story point), enabling precise financial tracking.

Most enterprises want the benefits of agile at scale – but few are set up to fund it properly. Without cross charging, value streams either become unfunded collaborators or fully siloed fiefdoms. You can’t realize value, you can’t share resource without penalty, and you can’t hold teams truly accountable. What starts as a structural shift

When organizations face pressure to reduce costs, the difference between strategic cuts and damaging ones often comes down to a single factor: the quality of their cost hierarchy design. Too often, cost hierarchies are either absent or poorly defined. The problem stays hidden until scrutiny intensifies – at which point, the lack of structure blocks

In enterprise delivery, few terms are more misunderstood than "program." At first glance, it seems straightforward – a program is just a very big project, right? Or a group of related projects? But when it comes to actually tracking and managing initiatives across a complex portfolio, this intuitive understanding breaks down quickly. The reality is

Today's enterprise organization is a complex ecosystem of initiatives, products, and value streams – some following traditional project structures, others operating in agile, and many blending both. Moving at high speed, each with interdependencies and risks, they require coordination to function effectively. Strong coordination drives execution; its absence leads to chaos. The PMO's role has

The accountability trap Who should be accountable for delivering an initiative? It’s a simple question, but one that many organizations struggle to answer. A common assumption is that Transformation should own delivery—after all, they define the strategy, align resources, and troubleshoot execution. But this is a critical mistake. Transformation is essential, but it should never

Introduction As adoption of agile extends beyond Technology, it has begun to clash with traditional resource planning processes and governance. Organizations know that they must continuously fund an agile team such that it is “long lived” or “durable”. They know they must disconnect funding from the work, and connect it to the team instead. In

Introduction Excessive approval workflows are a quiet but persistent drag on delivery at large organizations. Each additional checkpoint delays progress, disrupts workflows, and frustrates teams – yet these layers of control often fail to deliver the oversight they’re intended to provide. In many enterprise organizations, traditional approval-heavy processes are more liability than solution. The way