User experience of agile project: I have never known a project to develop at such a rate."

I work mainly on Agile Change Strategy projects for our Not-for-Profit and commercial clients including Agile CIO roles, strategic IT reviews and IT system procurement support. I specialise in IT architecture, website strategy, CRM, website CMS and web services.
I regularly contribute to the Agile Business Change blog with an emphasis on these topics.
Before to joining IndigoBlue, I worked as a project manager, consultant and design authority for Logica across a number of market sectors including pharmaceuticals, government and defence.
After leaving Logica, I worked for security X-ray company CXR/Rapiscan as a programme manager reporting at board level and systems engineering manager on the company's revolutionary £50m new X-ray product development programme.
I help organisations improve their IT to better support their business strategies and provide value. My main interests include CRM, CMS, web, integration, business strategy and making pizzas!
As you will notice if you've visited before, we have changed our website. In fact, it was more than that - we have moved our website and blogs onto a new CMS, using Drupal.

Guardian News & Media - Agile Programme ManagementIndigoBlue introduced a management and governance to the programme that allowed us to remain responsive to the business whist providing suitable control and executive-level visibility.”

RICS - Strategic IT Review and Buiness Change ManagementIndigoBlue’s insight and expertise provided the vision and strategy we required, and helps us to understand the art of the possible.”

GroupNBT - the Rewards of AgileIndigoBlue’s approach meant that we weren’t constrained by our initial concept. The end solution far exceeded our early vision."
The book I'm reading at the moment is "The Future of Thinking: Learning Institutions in a Digital Age". The book links to a number of themes I'm interested in, particularly developing knowledge content and user generated content (and also a number of the drivers identified in the recent NCVO future of membership report).
I've been following the (US) membership marketing blog for a few months now and there have been a number of interesting posts for anyone in the membership sector. Some examples of recent posts that have caught my eye:
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The increased availability of Ordinance Survey map data was trailed in the Governement's Power of Information Taskforce Report in 2009.
The Best Service is No Service by Bill Price and David Jaffe is an excellent book that ought to be compulsory reading for all companies with a customer service element, mostly because so many of them are so very far from providing even reasonable service.
Note: their use of "No Service" in the title is a misnomer - their book is very much in agreement with John Seddon's work, that you need to focus on the service that provides value to the customer, and provide that service well.
The book gives clear, practical advice and loads of examples of where service has gone wrong and of best practice (plenty of examples from Amazon and first direct for instance in this category).
A few of the most significant points they make are:
Charities wishing to increase online donations will find website usability guru Jakob Nielsen's article on Donation Usability very useful and informative.
The key points are:
A full report with detailed guidelines is also available for download for $99. Other reports of theirs I've read have been good value.
Today's highly competitive and rapidly changing markets that see the rise and fall of the likes of Nokia and MySpace places business imperatives on companies. In particular, companies need to be innovative, introducing new products, updating others to react to changes in the market (or predicting or even creating these market changes).
Much has been written on innovation, from the incremental improvements of Toyota and others through the use of Lean methods, to the disruptive innovation exemplified by Steve Jobs and Apple. What is often neglected, however, is that to deliver innovation, it is essential to have an underlying capability of business agility.