Agile IT Project Management
Agile isn't a framework. It's a mindset.
We build the conditions in which projects succeed. Pragmatic between traditional and agile. With the discipline to deliver on time and on budget.
Book a free introductory call30 minutes. We get to know each other. You decide if it fits.
Current state
You might recognise this.
Agile as vocabulary. Without substance.
Standups, sprint reviews, retros, all in place. But the decision logic behind it is still traditional. Whoever really decides when a feature ships sits in the steering committee. What's called agile is waterfall with glasses on.
Agile introduced, environment not adjusted.
The team works agile, the rest of the organisation doesn't. Budgets are set annually, stakeholders expect dates, IT architecture only allows monthly releases. The team runs, the system brakes. Agility without a matching frame turns into self-flagellation.
Fixed price and fixed date meet agility.
The board expects "done in Q4 with budget X". The team should still be agile, because that sounds modern. The result is usually an agile-disguised waterfall that breaks under pressure and serves no one.
Agility doesn't work because sprint boards get set up. It works when budgets, stakeholder expectations, IT architecture and incentive systems pull in the same direction. Without those conditions, the best method is just more expensive theatre.
Our approach
Three steps. Pragmatic. As equals.
No method workshop before we understand what you actually need. Listen first, then design.
Understand
We get to know project, team, organisation and stakeholders. Where things burn today, what works, what gets left out of the sprint review, where the organisation slows the team down. You get an honest read, not a maturity matrix.
Day 1 to Week 3
Set the frame
We design method, roles, rituals and interfaces so the project actually gets carried. Scaling only where it fits. OKRs only when they can land. Hybrid setups where traditional parts (migration, compliance, fixed dates) and agile parts (product iteration) need to ship together.
Week 3 to 6
Accompany and hand over
We mentor product owners, scrum masters and programme leads in the first months. Weekly sparring with a clear handover logic. When the setup carries and your team takes it forward, we step back.
From Week 6, as long as you need
Your project is named agile, but the impact doesn't come through.
Spend 30 minutes with someone who has delivered projects, not just coached them.
Areas of focus
Where we focus.
Agile method introduction
We introduce Scrum, Kanban or hybrid models, but only after we've understood what you actually need. Method is a tool, not the goal.
Scaled agility
When multiple teams work on one product or whole units should go agile. Scaling pragmatically, with the model that fits your size and maturity. No dogmatic full package when a lighter setup is enough.
Hybrid PM
Complex IT initiatives often have traditional parts (migration, compliance, fixed dates) and agile parts (product development, iteration). We design the setup that carries both, instead of forcing one into the other.
Mentoring for POs and Scrum Masters
From own practice as project lead, architect and accountable owner. We mentor your role holders in the first months or through critical phases. Concrete sparring sessions, not standard training.
OKR introduction and operation
Objectives and Key Results are a simple tool that many companies introduce in complicated ways. We help use OKRs so they create focus, not additional reporting, and connect them to the organisation so they're actually carried.
Sparring for project and programme leads
You carry the responsibility. We're the external corrective for strategy, risks and team dynamics, without political agenda. Confidential, quickly available, with method and industry depth.
Why DRICH.CONSULTING
Delivered it. Not just coached it.
Successful projects need more than a method. They need the right conditions and someone who knows what carries in practice. I've worked as a project lead, architect, developer and Chief Data Officer. I've been accountable for IT projects, not just accompanied them. That practice comes through in sparring.
Delivered, not just coached
I've been project lead, architect and developer. I know the moment when a sprint isn't holdable because the backend isn't delivering. I know when a date doesn't add up, because I had to defend that date myself against the board. That practice changes the depth of sparring.
Successful projects need the right environment
Agility doesn't work in a vacuum. When budgets, stakeholder expectations, IT architecture and incentive systems don't align, the best method doesn't help. We show what the conditions need to look like, and work with you on creating them.
Pragmatic between traditional and agile
Where agile helps, we work agile. Where traditional fits, we work traditional. Where both are needed, we combine cleanly. Dogma is a luxury IT projects with real delivery dates rarely afford.
100 percent independent
No method licences, no framework partnerships, no tool commissions, no implementation follow-on business. Our recommendations follow your situation, not a licensing business.
20+
years of IT experience
traditional and agile
50+
projects
delivered
100%
independent, no
method licences
A-Z
from idea to
successful delivery
Frequently asked
What decision-makers ask us.
Certified trainers teach the method. I've been accountable for projects I now advise on. That practice changes the depth of sparring: I see when a sprint isn't holdable because the backend isn't delivering, or why a programme doesn't scale despite the framework being introduced correctly.
The question isn't whether you do Scrum, but whether it works. If sprints deliver, reviews inform and retros produce actual change, you don't need us. If the rituals run but stakeholders are unhappy, an external view is worth it.
Rarely well, if combined naively. We show ways to get predictability without classic fixed price, for example via fixed-price iterations, clear scope discipline or continuous delivery models. Sometimes the honest answer is: this project shouldn't be agile.
No, and we don't pretend otherwise. 30 minutes are enough to roughly understand your situation and to tell you honestly whether we're the right partner. If we're not, we say so. If we are, we suggest a sensible next step, which isn't automatically a paid engagement.
It depends on size, maturity and scope. Single teams can be productive in three to six months. An organisational transformation usually takes one to two years if done seriously. We tell you early what's realistic in which timeframe.
Focus is IT and product-related areas. OKR introductions we also support organisation-wide, because they act as a bridge between IT and business. Pure HR or marketing agility isn't our focus.
Introductory call
Free introductory call
Tell us your situation. We listen, ask questions and tell you honestly whether we're the right partner. If we aren't, that's fine too.
- 30 minutes. No pitch, no presentation.
- You describe the problem. We listen first.
- You get an initial read, with no sales intent.
- No commitment afterwards.
Slots are offered on weekdays between 9am and 6pm (CET).
Named agile, lived traditional?
Book a free introductory call