Services
Programmes under pressure
There are many programme managers who can run a plan. Far fewer can steady an agile or scaled-agile programme that has lost its rhythm and ability to plan and execute. That is my speciality, from single teams to release trains of 100 people or more.
How it usually goes wrong
- The programme has a goal but no clear mandate, so hard decisions drift upwards and stall.
- PI or quarterly planning has become a ritual. Teams and stakeholders commit to plans they don’t believe.
- Dependencies between teams turn up mid-sprint, when it’s too late to plan around them.
- Reporting stays green until it turns red overnight.
- The tooling shows activity, not progress, so nobody can see the real state of the work.
- The underlying organisational structure and culture is clashing with the agile approach.
What I do
- Get an accurate picture within the first weeks by talking to teams, product owners, leaders, and stakeholders, and by reading the data.
- Restore a planning cadence people trust, with PI or quarterly planning, dependency management, and a sync rhythm that fits the organisation.
- Make status visible and accurate, so leaders can steer on facts.
- Coach Release Train Engineers, programme managers, and product owners in their roles.
- Fix the tooling so it shows the work as it is.
I work from the Kanban Method and evolutionary change. I adapt SAFe, Scrum, and DevOps to your organisation.
How an engagement could run
- Stabilise. On site and intensive for the first weeks, to understand the situation and stop further damage.
- Rebuild the rhythm. A steady presence of a few days a week, while new routines take hold.
- Hand over. Your own people run the cadence, and I step back.
Travel is a normal part of this work. I’m based in Greater Copenhagen and work on site across Europe.
One condition
I take on distressed programmes when there is a clear mandate to make the necessary changes. Without one, nobody can turn a programme around, however experienced.
How fast can you start?
I can often start at short notice. If I’m on an assignment, I’ll tell you on the first call and give you a realistic start date. Until then, I can usually support you remotely, so you’re not left waiting.
Where I’ve done this
- MitID, Nets/Nexi: Release Train Engineer on Denmark’s national digital identity, a release train of more than 70 people under public and political pressure.
- Nordic account management services, Nets/Nexi: Release Train Engineer.
- Data Platform programme, Danish Customs and Tax Administration (UFST): Release Train Engineer.
- Karnov Group: Director of Agile Product Delivery and Release Train Engineer across Denmark and Sweden.
- Danish Government IT Project Council: risk assessments of major national IT projects.
Ways to work together
- Free 30-minute call: describe the situation and get an independent first read.
- Programme second opinion: a two-hour deep dive with a written follow-up. See the sessions
- Embedded engagement: typically one to six months, on site.