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Train. Practice. Trust. (Part III)

**This is the third article in the ‘Train. Practice. Trust’ series. Read Part II here.**

 

“Take responsibility for your actions and the actions of your teammates.” - Navy Seal Code


We've all been there. It’s the same thing that happens to our projects. We have been put under some deadline constraint imposed by people outside of our team, and instead of looking at the process around us, we rush the process because we absolutely need to add more people. ‘The printer is not quick enough, so we need thirty more paper stuffers to make it go faster’. It takes a long time for a new employee to just understand the nature of the business, let alone the dynamics of a new team.


We are constantly engaging in feedback loops. Under stress, our internal and external empiricism kicks in. Add uncertainty to the mix and the Tuckman model for team state still holds true. We are always revisiting the Forming stage.

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Train. Practice. Trust. (Part II)

“Great things in business are never done by one person, they're done by a team of people.” - Steve Jobs


**This is the second article in the ‘Train. Practice. Trust’ series. Read Part I here.**


We used to call it team building. Team building is now synonymous with finding enough budget for the team to go out and have a few drinks over a meal. While there is a slim possibility that this could build a team, it just serves the purpose of allowing your team to rest and forget about work for a few hours. More often it's an excuse for the team to vent perhaps moan about the management and the state of the organisation.


As a side note I guarantee that in your team there will be at least one person that won’t attend or doesn't want to attend these social drinking type of events. It’s just not their thing. Recognising this and finding better and alternative ways to include these people into team socialising will be better for you, for the team and for the individual in the long run.

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Train. Practice. Trust. (Part I)

16-Mar-2017 15:09:18 Agile teams Training Agile training

This article talks about the value of training, the importance of practice, and the impact of trust.

“We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way.” - General George Smith Patton, Jr.


Sometimes we lead, sometimes we follow, sometimes we choose to get out of the way - it's a natural cycle that we go through consciously and unconsciously, whether it's with our colleagues, at work, or within our family units at home.


When we go for a walk as a family, I will always try to let my two sons lead the way. I like them to explore, to discover the path, to set the pace for the family. They develop a sense of empowerment and I hope they know that we trust them to make decisions on behalf of us, as the parents, as a team. Now, sometimes that's easier said than done with an imaginative 6 year old and an incredibly energetic 4 year old. As you can understand, patience and guidance are always there waiting in the wings. As a family unit, a family team, we all lead, we all follow, when the boys are covered in mud my wife and I definitely get out of the way.


This works for us, as a family unit we share values, we set goals. We train, we practice, we trust.

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Radtac Becomes a PMI® Registered Education Provider

21-Feb-2017 11:33:27 Agile training PMI Certifications

We are pleased to announced that we have successfully received Registered Education Provider (REP) status with Project Management Institute® (PMI).


PMI is the “world’s leading not-for-profit professional membership association for the project, program and portfolio management profession. Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every country in the world.”


We are always working on initiatives to improve the products and services we provide to our clients, as a PMI REP we will now have the opportunity to offer Professional Development Units (PDUs) and contact hours that are pre-approved by PMI.  

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Agile Awards 2016: Agile Consultancy of the Year (Enterprise)

As 2016 is almost over, we want to take a moment and look back at the Agile Awards 2016, where, with great honour, we have received the ‘Agile Consultancy of the Year (Enterprise)’ award.


The Agile Awards ceremony is a ‘celebration of global Agile talent and achievement’,  recognising the merits of individuals, teams, and organisations who have had outstanding results with Agile. We’ve been extremely honoured to receive the award, and would like to thank Barclays for giving us the opportunity to work together on their Agile transformation. Thanks to a great collaboration, we are now both in a place where our achievements together have stood out among a notable competition.


We’d like to congratulate all winners and participants of the 2016 Agile Awards: thank you for all your contribution to the Agile community, and for helping keep up great professional standards!


This year’s awards ceremony marks the third consecutive time Radtac has been awarded in the last three years, directly or in collaboration with our clients, which makes us turn around to you and thank you. Thank you for choosing us and thank you for achieving excellent results together.

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The Agile Business Analyst (Agile BA) vs. The Traditional Business Analyst


When an organisation or a team are transforming their way of working from traditional to an Agile approach, traditional roles like Business Analyst, which were a phase of a traditional project, don’t simply cease to exist - they transform into their Agile equivalents.


How does an Agile Business Analyst differ to a traditional Business Analyst? Well, there will be a lot of similarities, but also possibly some stark differences.

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Radtac Espresso | Short intense shot of Agile Training

26-Jul-2016 16:00:00 Agile training

 Short Agile courses - sharing the success

Radtac has been running bespoke One Day Agile training courses for clients for a number of years. We think everyone should have the benefits of these One Day courses. 

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Cross Functional Teams – really?

Having spent 16 years in Retail Banking in the late 90’s, I made the entirely (il)logical jump into IT; just about the time that the panic started to set in for the millennium cutover when all IT systems were expected to black-hole. I even remember that Virgin decided to stop all flights that bridged the hours from 1999 to 2000!

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