Did you know November 23 is Fibonacci Day? In honour of this mathematical marvel, I’ve written a guide relative estimation techniques, including the Fibonacci sequence, to help Scrum teams tackle ambiguity and align better on effort estimations.

From T-shirt sizing to Planning Poker, I break down the pros and cons of different methods and offer practical steps to make your estimations more effective.

What fuels real innovation? Why do some household names fail to keep up with the market? In traditional organisations companies may adopt an accelerated innovation pipeline, or host Ideation competitions. Some incumbents build Greenfield digital teams to support rapid innovation. However, these models tend to have varying success and short-lived results.

The latest podcast episode from the Agile Coaching Network really resonates - 'HAS AGILE JUMPED THE SHARK?'. Explore how managing the amount of process vs. embedding agile mindsets / values should be a point of reflection for companies, to understand whether they’re getting it right.

With teams likely to remain remote or distributed across regions, Rebecca looks at the benefits of using a team charter to focus and align group working. Working as part of a team is both difficult and rewarding. Every individual in a team brings with them particular skills, strengths and traits which can nurture collaboration or introduce conflict. This article explores the benefits of a team charter.

Rebecca explores the importance of an effective kick-off, with a focus on the human-centric, relationship-based factors which are essential to setting teams up for success.

Rebecca highlights the dangers of neglecting key kick-off activities. She explores the practical outputs of kick-off, alongside the human-centric, relationship-based elements which are essential to setting teams up for success.

Rebecca provides her tactics for shifting the needle. She recommends not to simply ‘do’ Agile but encode Agile into the DNA of your team. Companies in the UAE are hungry for transformation across their digital ecosystems. There is a significant point of failure which is about the perception that an organisation is Agile, when the reality is that they are ‘doing’ Agile but not truly being Agile.