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Gediminas Milieška. Agile kelionės: nuo transformacijos iki planavimo dideliu mastu

Nuotolinio susitikimo metu Gediminas Milieška ir Denis Vanpoucke atskleidė spalvotus Agile kelionių užkulisius. Išgirdome dvi istorijas: pirma - apie pirmus žingsnius Agile transformacijoje, o antra - apie Agile planavimą dideliu mastu. Pranešėjai pasidalino žiniomis, patirtimi ir iššūkiais, su kuriais jiems teko susidurti šiose skirtingose Agile kelionėse.

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Gediminas Milieška. Agile kelionės: nuo transformacijos iki planavimo dideliu mastu

  1. 1. Įžvalgos apie Agile pokyčių kelionę: kas pavyko ir kur dar reikės daugiau pastangų Gediminas Milieška, Taupymo ir investavimo srities vadovas Baltijos šalims, AB SEB bankas 2021-03-25
  2. 2. Things that worked and worth repeating
  3. 3. 3 #1. Involving management teams in co-visioning/co-creating future Tribe set-up is essential/not to be ignored.
  4. 4. 4 #2. Building tribes on product lines/value streams is the right choice to make for Product-based Tribes.
  5. 5. 5 #3. Separate business & IT agendas will gradually cease to exist as they combined into one common delivery plan by PO & CPO.
  6. 6. 6 #4. Business & IT Development cooperation did go to another level. And it took much shorter than expected.
  7. 7. 7 #5. Agile WoW brought in structure and new topics & themes into teams to discuss, significantly increased transparency.
  8. 8. 8 #6. Launching one tribe at the time had its benefits. Especially in large multi-country organizations.
  9. 9. 9 #7. Walk the talk - i.e. practice Scrum in Leadership teams when doing transformation – sets the example & is very important.
  10. 10. The challenges discovered and learnt from
  11. 11. 11 #1. Finding optimal set-up of a Tribe is continuous process. Expect changes to happen and to have its impact.
  12. 12. 12 #2. Our transformation happened on top of everything else with no slack time buffered for it. Aim to avoid that from the start.
  13. 13. 13 #3. The target for measuring success of transformation is important to be clearly established and communicated.
  14. 14. 14 #4. Building truly cross-functional self-driven delivery teams is more challenging and will take longer than you may believed.
  15. 15. 15 #5. So as backlog and sprint planning for combined business and IT teams.
  16. 16. 16 #6. Addressing dependencies will take time. More time than planned. And some will stay and will need to be managed.
  17. 17. 17 #7. Common Agile practices and tooling needs to be defined in organization to be able to consistently scale agile.
  18. 18. Ačiū už dėmesį.

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