Safety, Stories and Uncertainty

John Le Drew


Strefa PMI nr 33, Czerwiec 2021

An interview with John Le Drew by Kornelia Trzęsowska, part 1. Has the pandemic influenced somehow how teams work with agility? I don’t think the pandemic has affected how we would apply agility or how we would work with it. I would say that teams that are already operating with agility are going to be able to adapt to their circumstances. What I talk about a lot is the idea of contextual alignment, this model has two core elements: you have the team context; the work the team is doing the people on the team themselves. This is obviously changing all the time. Then you have the structure; this is the way the team is working (their process) and again, the people on the team. The structure is a team’s reaction to their changing context. A team notices that their context has changed, and adjusts their structure to best support their new context.

Strefa Wywiadu
Personal Development

Mental Agility – the Foundation for Every Change in the Organization

Erich R. Bühler


Strefa PMI nr 32, Marzec 2021

Interview with Erich R. Bühler conducted by Renata Puszkiel You have been accompanying various organizations across the globe during the transformations towards business agility. What do you find so exciting about the change that you decided to choose such a career? Let me go back in time… my first job was in a software company back in Uruguay in 1994. During the first years of my career, I started realizing that change was hard. The more you invest in trying to change an organization and the ways that people work, the more you need to consider new paradigms and foundations. And helping people and creating new foundations have been my main motivators. When individuals learn something new in the company, they are not just happy to apply those ideas there but they also take them back home and use them in their private lives. That is why we have to be responsible. Responsibility is not just about knowing that something is going to work or not in the organization, but about trying to understand how it will influence a person and might positively change their life.

Strefa Wywiadu
Technical PM

Scrum is wonderful, it is just not enough – interview with Mark Lines

Dominika Kantorowicz


Strefa PMI nr 31, Listopad 2020

Interview with Mark Lines, Vice-President of PMI and co-creator of Disciplined Agile, conducted by Dominika Kantorowicz Disciplined Agile began in around 2009 when the co-creator – Scott Ambler – was the Chief methodologist of Agile and Lean for IBM worldwide. He recognized that we needed something more robust than just Scrum to deliver complex, enterprise initiatives using agile. Scrum is described by a 19-page guide. While Scrum is wonderful, it is just not enough. So Scott asked me for help and together we decided to pull together supplemental practices from all the different methods and frameworks and bring them together into one cohesive library of practices and strategies, as well as fit-for-context advice for which ones make sense in different situations. We need to recognize that there is not just one agile process that suits all situations. If you’re building a simple website, you don’t need to do much in the way of requirements.

Strefa Wywiadu

Behind the scene of Management 3.0 – interview with Jurgen Appelo

Dominika Kantorowicz


Strefa PMI nr 28, marzec 2020

An interview with Jurgen Appelo, one of the most influential person in Agile and top ranked management & leadership expert, by Dominika Kantorowicz

We know the “how”, we know the “what”, but we forget to ask “why” – interview with Michel Thiry

Andrzej Kacperski


Strefa PMI nr 26, wrzesień 2019

An interview with Michel Thiry conducted by Andrzej Kacperski. When Agile became popular many companies started to use it just because they wanted to be Agile like everyone else at the market. The use of Agile is not as easy as it seems, for example Scrum is “simple to understand but difficult to master”. Fortunately, a lot of companies managed to implement it successfully. I believe that mastering of the hybrid approach may be much more complicated. Aren’t you afraid that initially this approach will be harmless for the organizations as they will not be able to implement it properly?

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