Working notes from inside scaled Agile programmes in safety-critical engineering. Each piece sits at the intersection of technical depth and organisational leadership, drawn from current practice rather than framework theory. Several are chapters or precursors to the forthcoming book Leading Agile When No One Agrees.
The full set of long-form pieces hosted here. Each has a Medium mirror for readers who prefer that platform; the canonical version lives on this site.
The framework at the spine of the forthcoming book Leading Agile When No One Agrees. Every organisation runs two systems at the same time, the Stated and the Lived, and the distance between them is what leadership has to read rather than try to close. A leadership framework for the gap between what organisations say they do and what they actually do, drawn from fifteen years inside agile transformations.
A reckoning with the question ‘how can I help?’ Why it shifts diagnosis onto the team without naming the move, and what to ask yourself instead before walking into the next cadence event. The harder question I now ask myself before any standup, retro, or PI sync.
Why backlog management in scaled Agile is largely an interface problem disguised as a coordination problem, and that the discipline AUTOSAR enforces in safety-critical software is exactly what most Agile setups are missing at the boundaries between teams. What an interface contract actually looks like at the team level, and what changes when teams treat their slice of the backlog as an exported API.
New essays land roughly every two to three weeks during the run-up to the book launch. Most appear here first and then mirror to Medium a few days later. The fastest way to follow along is the Medium feed; the most direct way to discuss any of the pieces is email.
The forthcoming book Leading Agile When No One Agrees expands several of the threads above into book-length form. A sample chapter is available on the home page.