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Our core team is part of the Presencing Institute (PI) U.Lab initiative, where 10.000+ Transformation Experts worldwide collectively work on a better tomorrow. The PI grows out of the MIT Center for Organizational Learning. Ultimately, the Lab aims to activate and amplify a locally anchored, globally connected network of thousands of cross-sector change initiatives working to build new economic infrastructures that generate well-being for all.

SAN FRANCISCO, CA – March 31, 2022 – Project & Team, a leading consulting organization specializing in digital transformation, today announced two of its advisory team members, I-Wen Chen and Lindy Quick, have been recognized for superior knowledge, mastery and thought leadership in the practice and principles of SAFe.

SAN FRANCISCO, CA – August 11, 2021 – Project & Team, a leading consulting organization and digital transformation specialists, today announced several advisory practice leaders will be presenting that the Global SAFe Summit, 27 Sept – 1 Oct.

Federal digital transformation initiatives have been going on for some time now, and the results have been – well, mixed. IT managers have a difficult row to hoe here, because they are at the forefront of carrying an unwelcome message back up the chain of command: Digital transformation is a process, not a destination.

SAN FRANCISCO, CA – July 21, 2021 – Project & Team, a leading consulting organization and digital transformation specialists, today announced Malte Kumlehn has been appointed to Strategic Advisory Board and Director SAP Business Agility Advisory.

Value streams are not a new concept, having been talked about over 30 years ago by Dr. Allen Ward, the author of “Lean Product and Process Development,” but until the last few years, there has been tremendous variability in how people define value streams. With the rise of the Scaled Agile Framework (SAFe), more and more large organizations are adopting value streams into their business architecture in an attempt to deliver value to their customers more efficiently.

In the last year, my company's field experts — Harry Koehnemann, SAFe Fellow and Principal Consultant at Scaled Agile, and Jeff Shupack, President of Advisory Practice at Project & Team — revealed some powerful insights as our team worked with hard-hit industries like automotive and aerospace and helped guide some of the largest commercial and government programs in navigating the disruption. We saw how organizations' rapid pivots left many workers struggling with fatigue and burnout.

Saahil Panikar weighs in: OKRs, Objectives and Key Results, help IT and business groups measure individuals and teams based on outcomes rather than output. Here's how to explain OKRs, their benefits, and common examples.

Golden, CO - March 29, 2021 - By Cindy Van Epps, Digital Transformation Consultant & SPCT, Project & Team

The burden of too much work juggling manifests as the thrashing of uncontrolled context-switching and ineffective meeting attendance. In the agile parlance this is called work in progress (WIP). The impact on the effectiveness and morale of our workforce should be considered with concern that includes the human-focused culture rather than the “just the way it is” culture. The impact extends well beyond the individuals and into the economics of value delivery for the organization. Enterprises from large engineering, military defense contractors, and medical device providers even to pressure-cooker startups tolerate as well as reinforce this economic burden on value delivery.