SlideShare a Scribd company logo
1 of 126
Download to read offline
AGILE TRANSFORMATION
22
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER
THEORY OF TRANSFORMATION – PART ONE //
Agile transformation is about
fundamentally creating the
conditions in your company
where teams can effectively
respond to new information
THEORY OF TRANSFORMATION – PART ONE //
It’s less about transforming the
people and the process… and
more about transforming the
ecosystem in which they operate
THEORY OF TRANSFORMATION – PART ONE //
The question is…
How are you going to go about it?
66
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
77
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
88
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
99
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress
BRIEF AGENDA
1010
• Deciding the Scope of the Transformation
• Deciding Your Transformation Approach
• Managing Change and Measuring Progress (MAYBE)
BRIEF AGENDA
DECIDING THE
SCOPE OF THE
TRANSFORMATION
W H Y A R E W E
T R A N S F O R M I N G ?
1313
GOALS OF GOING AGILE
PREDICTABILITY
Agile tends to focus on adaptability but
predictability is most often cited as the reason
for agile transformation
EARLY ROI
Many organizations struggle with 18 month
delivery cycles. Agile helps your team
accelerate time to market value
INNOVATION
As companies grow sometimes they slow down
and loose th ability to innovate. Agile can help
you get back your competitive edge.
QUALITY
As organizations scale, product quality often
suffers. Agile focuses on quality from
requirements through implementation.
LOWER COSTS
Cost savings are tough to promise, but agile can
help make sure you are only spending money
on the features most likely to generate revenue
PRODUCT FIT
Delivering on time is only important if you are
delivering the right product. Agile can help you
get the feedback you need.
W H A T A R E W E
T R A N S F O R M I N G ?
1515
1616
CULTURE FOCUSED
Focused on changing
hearts and minds
Focused on being agile
rather than doing agile
Focused on values and
principles
1717
CULTURE FOCUSED
Focused on changing
hearts and minds
Focused on being agile
rather than doing agile
Focused on values and
principles
Belief that delivery systems
will emerge based on new
thinking
1818
PRACTICES FOCUSED
Focused on the things
that you do
Focused on roles,
ceremonies, and
artifacts
Can be management
driven or technically
driven
1919
PRACTICES FOCUSED
Focused on the things
that you do
Focused on roles,
ceremonies, and
artifacts
Can be management
driven or technically
driven
Belief that agile is a
process or way to work
2020
SYSTEMS FOCUSED
Focused on forming
teams and governing
the flow of value
Focused on aligning
the organization first
2121
SYSTEMS FOCUSED
Focused on forming
teams and governing
the flow of value
Focused on aligning
the organization first
Belief that culture and
practices only emerge
within a rational
structural and
planning framework
2222
... all three are essential,
but where you start
is also essential…
W H A T D O W E N E E D
T O O V E R C O M E ?
2424
HOW BIG IS THE ORGANIZATION?
Single Team
Multiple Teams
2525
DO TEAMS HAVE DEPENDENCIES?
Non-instantly
Available Resources
Too Much Work in
Process
Large Products with
Diverse Technology
Low Cohesion & Tight
Coupling
Technical Debt &
Defects
Shared Requirements
Between Teams
Limited Access to
Subject Matter
Expertise
Matrixed
Organizations
2626
HOW MUCH RESISTANCE?
DEFINING A
TRANSFORMATION
APPROACH
T H E N O N -
N E G O T I A B L E C O R E
2929
THE 3 THINGS
3030
BACKLOGS
THE 3 THINGS
3131
BACKLOGS TEAMS
THE 3 THINGS
3232
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
THE 3 THINGS
3333
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
• Everything and
everyone necessary to
deliver
• Meets acceptance
criteria
• No known defects
• No technical debt
3434
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
• Everything and
everyone necessary to
deliver
• Meets acceptance
criteria
• No known defects
• No technical debt
3535
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
• Everything and
everyone necessary to
deliver
• Meets acceptance
criteria
• No known defects
• No technical debt
3636
WHY ARE THEY IMPORTANT?
• People have clarity
around what to build
• People understand how
it maps to the big
picture
CLARITY ACCOUNTABILITY MEASURABLE
PROGRESS
• Teams can be held
accountable for delivery
• No indeterminate work
piling up at the end of
the project
• 90% done, 90% left to do
3737
WHY ARE THEY IMPORTANT?
• People have clarity
around what to build
• People understand how
it maps to the big
picture
CLARITY ACCOUNTABILITY MEASURABLE
PROGRESS
• Teams can be held
accountable for delivery
• No indeterminate work
piling up at the end of
the project
• 90% done, 90% left to do
3838
WHY ARE THEY IMPORTANT?
• People have clarity
around what to build
• People understand how
it maps to the big
picture
CLARITY ACCOUNTABILITY MEASURABLE
PROGRESS
• Teams can be held
accountable for delivery
• No indeterminate work
piling up at the end of
the project
• 90% done, 90% left to do
3939
WHY ARE THEY IMPORTANT?
• Understanding the
backlog gives meaning
to work
PURPOSE AUTONOMY MASTERY
• Local decision making
gives people a sense of
power and control over
their work
• People can demonstrate
that they are good at
what they do
4040
WHY ARE THEY IMPORTANT?
• Understanding the
backlog gives meaning
to work
PURPOSE AUTONOMY MASTERY
• Local decision making
gives people a sense of
power and control over
their work
• People can demonstrate
that they are good at
what they do
4141
WHY ARE THEY IMPORTANT?
• Understanding the
backlog gives meaning
to work
PURPOSE AUTONOMY MASTERY
• Local decision making
gives people a sense of
power and control over
their work
• People can demonstrate
that they are good at
what they do
W H E R E A R E W E ?
4343
ADAPTABILITY
PREDICTABILITY
4444
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
4545
AE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
4646
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
4747
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 1
4848
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 2
4949
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 3
5050
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
QUADRANT 4
A T H E O R Y O F
T R A N S F O R M A T I O N
THEORY OF TRANSFORMATION – PART TWO //
Adopting agile is about forming
teams, building backlogs, and
regularly producing increments
of working tested software
THEORY OF TRANSFORMATION – PART 2 //
Adopting agile at scale is about
defining structure, establishing
governance, and creating a
metrics and tooling strategy
that supports agility
THEORY OF TRANSFORMATION – PART 2 //
Anything that gets in the way
of forming teams, building
backlogs, and producing
working tested software is an
impediment to transformation
T R A N S F O R M A T I O N
I S A J O U R N E Y
5656
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
5757
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
LOW TRUST
5858
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
LOW TRUST
BECOME PREDICTABLE
5959
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILETRADITIONAL
LOW TRUST
BECOME PREDICTABLE
6060
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
BECOME PREDICTABLE
6161
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
REDUCE BATCH SIZEBECOME PREDICTABLE
6262
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
6363
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
TEAMS
6464
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 1
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
TEAMS
P1
6565
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 2
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
TEAMS
P1
P2
6666
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 3
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
TEAMS
P1
P2
P3
6767
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 4
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
TEAMS
P1
P2
P3
P4
6868
AE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
PHASE 5
AD-HOC LEAN
STARTUP
AGILELEAN/
AGILE
LOW TRUST
FULLY DECOUPLE
REDUCE BATCH SIZEBECOME PREDICTABLE
TEAMS
P1
P2
P3
P4
P5
W H E R E A R E W E
G O I N G ?
7070
METHODOLOGIES & FRAMEWORKS
Waterfall
Rational Unified Process (RUP)
DSDM
FDD
SAFe
DAD
LeSS
Nexus
Scrum
XP
Kanban
Crystal
Lean
Lean Startup
7171
LEAN/
AGILE
Waterfall
RUP
SAFe
DSDM
FDD
DAD
Nexus
LeSS
Scrum
XP
Crystal
LeanAE
AC
PE
PC
EMERGENCE
CONVERGENCE
ADAPTABILITY
PREDICTABILITY
AD-HOC LEAN
STARTUP
AGILE
A T A L E O F T W O
T R A N S F O R M A T I O N S
7373
TRANSFORMATIONS ARE UNIQUE
COMPANY ONE
• 3 Teams
• No Dependencies
• Low Resistance
• Team Level
• Adaptive-Emergent
• Single Value-Stream
• Lean Startup
• Low Coordination
• Low Metrics and Control
COMPANY TWO
• 800 Teams
• Tightly Coupled
• High Resistance
• Enterprise
• Predictive-Convergent
• Many Value-Streams
• SAFe
• High Coordination
• High Metrics and Control
PATTERNS OF
SCALED
TRANSFORMATION
D E F I N I N G T H E
E N D - S T A T E
7676
7777
Services Teams – These teams support
common services across product lines. These
teams support the needs of the product teams.
7878
Product Teams – These teams integrate
services and write customer facing features.
This is the proto-typical Scrum team.
Services Teams – These teams support
common services across product lines. These
teams support the needs of the product teams.
7979
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Product Teams – These teams integrate
services and write customer facing features.
This is the proto-typical Scrum team.
Services Teams – These teams support
common services across product lines. These
teams support the needs of the product teams.
8080
Portfolio Teams – These teams govern the
portfolio and make sure that work is
moving through the system.
Programs Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Product Teams – These teams integrate
services and write customer facing features.
This is the proto-typical Scrum team.
Services Teams – These teams support
common services across product lines. These
teams support the needs of the product teams.
H O W D O W E G E T
T H E R E ?
8282
8383
DELIVERY
TEAMS
8484
PROGRAM
TEAMS
DELIVERY
TEAMS
8585
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
8686
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Kanban
8787
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Kanban
Kanban
8888
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
I N C R E M E N T A L
T R A N S F O R M A T I O N
( E X P E D I T I O N S )
9090
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Increment One
9191
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Increment One
AGILE ROLLOUT
Increment Two
9292
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Increment One
AGILE ROLLOUT
Three - N
I T E R A T I V E
T R A N S F O R M A T I O N
( B A S E C A M P S )
9494
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration One
9595
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Two
9696
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Three
9797
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Four
9898
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Five
E X P E D I T I O N S &
B A S E C A M P S
100100
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration One
101101
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Two
102102
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Three
AGILE ROLLOUT
Iteration One
103103
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Four
AGILE ROLLOUT
Iteration Two
104104
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
AGILE PILOT
Iteration Five
AGILE ROLLOUT
Iteration Three
MANAGING CHANGE
AND MEASURING
PROGRESS
P L A N N I N G A N D
E X E C U T I O N
107
STEP ONE
WHY HOW WHAT
Agile transformation
isn’t something that can
be done to an
organization.
They have to be full
participants
Executive Steering
Committee
Transformation
Leadership Team
Holding the
organization
accountable
Remove Impediments
Plan the work
Review Progress
Inspect and Adapt
108
STEP TWO
WHY HOW WHAT
We have to have some
idea of where we are
going before we start
We will accept the plan
will change
Create a working
hypothesis for
structure, governance,
and metrics
Plan to progressively
elaborate
Transformation
Workshop
Pilot
Broad Organization
Rollout
Create Feedback Loops
109
STEP THREE
WHY HOW WHAT
We have to be able to
give the organization
some idea of what we
are doing, when, and
how long
Expeditions
Basecamps
Sequenced in Time
What teams are going
to be formed?
What training do they
need?
What coaching do they
need?
When will this all
happen?
110
STEP FOUR
WHY HOW WHAT
Very similar to an agile
release plan, we want a
rolling 90-day, fairly
specific view of what is
going to take place
Transformation
leadership team meets
periodically to plan
forward, assess
progress, and adjust as
necessary
Week by week training
and coaching plans
Detailed resource
planning
Expected activities and
outcomes.
111
STEP FIVE
WHY HOW WHAT
Very similar to a sprint
cycle in Scrum
We want to
periodically assess
progress, retrospect,
and adjust
ELT reviews progress
against strategy and
outcomes
TLT focuses on how
well the plan is moving
along
Scheduled recurring
meetings
Review planning
artifacts
Review metrics
Improvement plans
112
STEP SIX
WHY HOW WHAT
The whole reason we
are doing this is to get
better business
outcomes
This is where we begin
justifying the
investment
Create hypotheses
Conduct experiments
Demonstrate outcomes
Pivot based on what
we learn
Assessments
Status Reports
Coaching Plans
113
STEP SEVEN
WHY HOW WHAT
We want to be able to
trace improvements in
the system to tangible
business benefits
Business metric
baselines
Regularly show
progress
Update coaching plans
as necessary
Assessment Outcomes
Transformation
Metrics
Business Metrics
114
STEP EIGHT
WHY HOW WHAT
Our understanding will
evolve throughout the
transformation
Re-assess the End-State
Vision based on the
evolving understanding
Refine the End-State
Vision and the
Roadmap
115
STEP NINE
WHY HOW WHAT
Letting everyone know
what is going on and
the success of the
program will create
excitement and energy
Regular
communication from
leadership
Be transparent about
progress and
impediments
Town Halls
Executive Roundtables
Signage
Information Radiators
Cadence of
Accountability
116
STEP TEN
WHY HOW WHAT
Understand what’s in it
for everyone involved
and help them see
where they fit in the
new organization
Clarity
Accountability
Measureable progress
Team assignments
Staffing plans
Job descriptions
Job aids
Communities of
Practice
M E A S U R I N G
P R O G R E S S
118118
PERFORMANCE METRICS
119119
DELIVERY
TEAMS
Scr um
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
PERFORMANCE METRICS
120120
PROGRAM
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
Cycle Time
Features Blocked
Rework/Defects
PERFORMANCE METRICS
121121
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
Cycle Time
Features Blocked
Rework/Defects
Takt Time/ Cycle Time
Time/Cost/Scope/Value
ROI/Capitalization
PERFORMANCE METRICS
122122
TRANSFORMATION METRICS
Capabilities
Performance
123123
TRANSFORMATION METRICS
Capabilities
Performance
Metrics
Performance
124124
TRANSFORMATION METRICS
Capabilities
Performance
Metrics
Performance
Operations
Performance
THEORY OF TRANSFORMATION – PART ONE //
Agile transformation is about
fundamentally creating the
conditions in your company
where teams can effectively
respond to new information
126126
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER

More Related Content

What's hot

Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsExploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
 
Lean-Agile PMO
Lean-Agile PMOLean-Agile PMO
Lean-Agile PMOLeanKit
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For ExecutivesMichael Tarnowski
 
cPrime Agile Enterprise Transformation
cPrime Agile Enterprise TransformationcPrime Agile Enterprise Transformation
cPrime Agile Enterprise TransformationCprime
 
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan BajicAn Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajicagilemaine
 
Agile Program and Portfolio Management
Agile Program and Portfolio ManagementAgile Program and Portfolio Management
Agile Program and Portfolio ManagementMike Cottmeyer
 
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaScrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
 
Scrum 101: Introduction to Scrum
Scrum 101: Introduction to ScrumScrum 101: Introduction to Scrum
Scrum 101: Introduction to ScrumArrielle Mali
 
Agile adoption vs Agile transformation
Agile adoption vs Agile transformationAgile adoption vs Agile transformation
Agile adoption vs Agile transformationMatthew Moran
 
The Three Things You Need to Know to Transform Any Size Organization Into an ...
The Three Things You Need to Know to Transform Any Size Organization Into an ...The Three Things You Need to Know to Transform Any Size Organization Into an ...
The Three Things You Need to Know to Transform Any Size Organization Into an ...Mike Cottmeyer
 
Agile transformation best practices
Agile transformation best practicesAgile transformation best practices
Agile transformation best practicesAllyson Chiarini
 
Scaled Agile Framework (SAFe) Roles and Meetings
Scaled Agile Framework (SAFe) Roles and MeetingsScaled Agile Framework (SAFe) Roles and Meetings
Scaled Agile Framework (SAFe) Roles and MeetingsRob Betcher
 
Scrum 101
Scrum 101Scrum 101
Scrum 101beLithe
 
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility AssessmentHands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility AssessmentStefan Wolpers
 
SAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceSAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceIntland Software GmbH
 
Agile transformation 1.3
Agile transformation 1.3Agile transformation 1.3
Agile transformation 1.3Krystian Kaczor
 
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupWhat's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
 

What's hot (20)

Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsExploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling Patterns
 
Lean-Agile PMO
Lean-Agile PMOLean-Agile PMO
Lean-Agile PMO
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For Executives
 
cPrime Agile Enterprise Transformation
cPrime Agile Enterprise TransformationcPrime Agile Enterprise Transformation
cPrime Agile Enterprise Transformation
 
An Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan BajicAn Integral Agile Transformation Approach - Miljan Bajic
An Integral Agile Transformation Approach - Miljan Bajic
 
Agile Program and Portfolio Management
Agile Program and Portfolio ManagementAgile Program and Portfolio Management
Agile Program and Portfolio Management
 
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaScrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | Edureka
 
Scrum 101: Introduction to Scrum
Scrum 101: Introduction to ScrumScrum 101: Introduction to Scrum
Scrum 101: Introduction to Scrum
 
Agile adoption vs Agile transformation
Agile adoption vs Agile transformationAgile adoption vs Agile transformation
Agile adoption vs Agile transformation
 
Agile Transformation at Scale
Agile Transformation at ScaleAgile Transformation at Scale
Agile Transformation at Scale
 
Agile Mindset Shifting: Agile For All
Agile Mindset Shifting: Agile For AllAgile Mindset Shifting: Agile For All
Agile Mindset Shifting: Agile For All
 
The Three Things You Need to Know to Transform Any Size Organization Into an ...
The Three Things You Need to Know to Transform Any Size Organization Into an ...The Three Things You Need to Know to Transform Any Size Organization Into an ...
The Three Things You Need to Know to Transform Any Size Organization Into an ...
 
Agile transformation best practices
Agile transformation best practicesAgile transformation best practices
Agile transformation best practices
 
Scaled Agile Framework (SAFe) Roles and Meetings
Scaled Agile Framework (SAFe) Roles and MeetingsScaled Agile Framework (SAFe) Roles and Meetings
Scaled Agile Framework (SAFe) Roles and Meetings
 
Agile mindset
Agile mindsetAgile mindset
Agile mindset
 
Scrum 101
Scrum 101Scrum 101
Scrum 101
 
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility AssessmentHands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
 
SAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceSAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practice
 
Agile transformation 1.3
Agile transformation 1.3Agile transformation 1.3
Agile transformation 1.3
 
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupWhat's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
 

Viewers also liked

Enterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessEnterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessRightpoint
 
Design Thinking Process
Design Thinking ProcessDesign Thinking Process
Design Thinking ProcessMichael Currin
 
Agile, Management 3.0, Holacracy...what next?
Agile, Management 3.0, Holacracy...what next?Agile, Management 3.0, Holacracy...what next?
Agile, Management 3.0, Holacracy...what next?Tathagat Varma
 
Exec Overview to Agile-Scrum
Exec Overview to Agile-ScrumExec Overview to Agile-Scrum
Exec Overview to Agile-ScrumLeanAgileTraining
 
Agile lean workshop for teams, managers & exec leadership
Agile lean workshop for teams, managers & exec leadershipAgile lean workshop for teams, managers & exec leadership
Agile lean workshop for teams, managers & exec leadershipRavi Tadwalkar
 
Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...
Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...
Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...Edureka!
 
Agile 101
Agile 101Agile 101
Agile 101beLithe
 
Deep Learning In Industries
Deep Learning In IndustriesDeep Learning In Industries
Deep Learning In IndustriesNVIDIA
 
Top 5 Deep Learning and AI Stories - November 3, 2017
Top 5 Deep Learning and AI Stories - November 3, 2017Top 5 Deep Learning and AI Stories - November 3, 2017
Top 5 Deep Learning and AI Stories - November 3, 2017NVIDIA
 
Overview of Agile Methodology
Overview of Agile MethodologyOverview of Agile Methodology
Overview of Agile MethodologyHaresh Karkar
 
What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...
What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...
What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...Edureka!
 
Top 5 Deep Learning and AI Stories - October 6, 2017
Top 5 Deep Learning and AI Stories - October 6, 2017Top 5 Deep Learning and AI Stories - October 6, 2017
Top 5 Deep Learning and AI Stories - October 6, 2017NVIDIA
 

Viewers also liked (12)

Enterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessEnterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure Success
 
Design Thinking Process
Design Thinking ProcessDesign Thinking Process
Design Thinking Process
 
Agile, Management 3.0, Holacracy...what next?
Agile, Management 3.0, Holacracy...what next?Agile, Management 3.0, Holacracy...what next?
Agile, Management 3.0, Holacracy...what next?
 
Exec Overview to Agile-Scrum
Exec Overview to Agile-ScrumExec Overview to Agile-Scrum
Exec Overview to Agile-Scrum
 
Agile lean workshop for teams, managers & exec leadership
Agile lean workshop for teams, managers & exec leadershipAgile lean workshop for teams, managers & exec leadership
Agile lean workshop for teams, managers & exec leadership
 
Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...
Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...
Cloud Computing Tutorial For Beginners | What is Cloud Computing | AWS Traini...
 
Agile 101
Agile 101Agile 101
Agile 101
 
Deep Learning In Industries
Deep Learning In IndustriesDeep Learning In Industries
Deep Learning In Industries
 
Top 5 Deep Learning and AI Stories - November 3, 2017
Top 5 Deep Learning and AI Stories - November 3, 2017Top 5 Deep Learning and AI Stories - November 3, 2017
Top 5 Deep Learning and AI Stories - November 3, 2017
 
Overview of Agile Methodology
Overview of Agile MethodologyOverview of Agile Methodology
Overview of Agile Methodology
 
What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...
What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...
What is Artificial Intelligence | Artificial Intelligence Tutorial For Beginn...
 
Top 5 Deep Learning and AI Stories - October 6, 2017
Top 5 Deep Learning and AI Stories - October 6, 2017Top 5 Deep Learning and AI Stories - October 6, 2017
Top 5 Deep Learning and AI Stories - October 6, 2017
 

Similar to Agile transformation Explanined

Agile Transformation Explained
Agile Transformation ExplainedAgile Transformation Explained
Agile Transformation ExplainedLeadingAgile
 
MHA2018 - Agile Transformation Explained - Mike Cottmeyer
MHA2018 - Agile Transformation Explained - Mike CottmeyerMHA2018 - Agile Transformation Explained - Mike Cottmeyer
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
 
Agile Transformation Explained
Agile Transformation ExplainedAgile Transformation Explained
Agile Transformation ExplainedLeadingAgile
 
The Three Things
The Three ThingsThe Three Things
The Three ThingsAgileDenver
 
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?John Carter
 
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationThe Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
 
Having the Correct Context for an Agile Transformation
Having the Correct Context for an Agile TransformationHaving the Correct Context for an Agile Transformation
Having the Correct Context for an Agile TransformationDerek Huether
 
Why Agile is Failing in Large Enterprises And What You Can Do About It
Why Agile is Failing in Large Enterprises And What You Can Do About ItWhy Agile is Failing in Large Enterprises And What You Can Do About It
Why Agile is Failing in Large Enterprises And What You Can Do About Itwjperez0629
 
LeadingAgile Transformation Overview
LeadingAgile Transformation OverviewLeadingAgile Transformation Overview
LeadingAgile Transformation OverviewRick Austin
 
Plenary_3-Success_through_Agility_8-26-12_RM
Plenary_3-Success_through_Agility_8-26-12_RMPlenary_3-Success_through_Agility_8-26-12_RM
Plenary_3-Success_through_Agility_8-26-12_RMDean Wenner
 
Accelerating Business Value - Culture Shift Enablers
Accelerating Business Value - Culture Shift EnablersAccelerating Business Value - Culture Shift Enablers
Accelerating Business Value - Culture Shift EnablersRavi Kumar
 
The Missing (Agile) Lecture
The Missing (Agile) LectureThe Missing (Agile) Lecture
The Missing (Agile) LectureUri Nativ
 
Why agile is failing in large enterprises
Why agile is failing in large enterprisesWhy agile is failing in large enterprises
Why agile is failing in large enterprisesLeadingAgile
 
How Allina Health Created A Digital Experience Team
How Allina Health Created A Digital Experience TeamHow Allina Health Created A Digital Experience Team
How Allina Health Created A Digital Experience TeamGoKart Labs
 
Learning from the Trenches: Scrum for Hardware
Learning from the Trenches: Scrum for HardwareLearning from the Trenches: Scrum for Hardware
Learning from the Trenches: Scrum for HardwareJohn Carter
 
Answers to the Biggest Questions of Change Leaders
Answers to the Biggest Questions of Change LeadersAnswers to the Biggest Questions of Change Leaders
Answers to the Biggest Questions of Change LeadersPhil Buckley
 

Similar to Agile transformation Explanined (20)

Agile Transformation Explained
Agile Transformation ExplainedAgile Transformation Explained
Agile Transformation Explained
 
MHA2018 - Agile Transformation Explained - Mike Cottmeyer
MHA2018 - Agile Transformation Explained - Mike CottmeyerMHA2018 - Agile Transformation Explained - Mike Cottmeyer
MHA2018 - Agile Transformation Explained - Mike Cottmeyer
 
Agile Transformation Explained
Agile Transformation ExplainedAgile Transformation Explained
Agile Transformation Explained
 
The Three Things
The Three ThingsThe Three Things
The Three Things
 
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?
 
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationThe Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
 
The Executives Guide
The Executives GuideThe Executives Guide
The Executives Guide
 
Having the Correct Context for an Agile Transformation
Having the Correct Context for an Agile TransformationHaving the Correct Context for an Agile Transformation
Having the Correct Context for an Agile Transformation
 
Navya
NavyaNavya
Navya
 
Why Agile is Failing in Large Enterprises And What You Can Do About It
Why Agile is Failing in Large Enterprises And What You Can Do About ItWhy Agile is Failing in Large Enterprises And What You Can Do About It
Why Agile is Failing in Large Enterprises And What You Can Do About It
 
LeadingAgile Transformation Overview
LeadingAgile Transformation OverviewLeadingAgile Transformation Overview
LeadingAgile Transformation Overview
 
Plenary_3-Success_through_Agility_8-26-12_RM
Plenary_3-Success_through_Agility_8-26-12_RMPlenary_3-Success_through_Agility_8-26-12_RM
Plenary_3-Success_through_Agility_8-26-12_RM
 
Accelerating Business Value - Culture Shift Enablers
Accelerating Business Value - Culture Shift EnablersAccelerating Business Value - Culture Shift Enablers
Accelerating Business Value - Culture Shift Enablers
 
The Missing (Agile) Lecture
The Missing (Agile) LectureThe Missing (Agile) Lecture
The Missing (Agile) Lecture
 
Why agile is failing in large enterprises
Why agile is failing in large enterprisesWhy agile is failing in large enterprises
Why agile is failing in large enterprises
 
How Allina Health Created A Digital Experience Team
How Allina Health Created A Digital Experience TeamHow Allina Health Created A Digital Experience Team
How Allina Health Created A Digital Experience Team
 
Learning from the Trenches: Scrum for Hardware
Learning from the Trenches: Scrum for HardwareLearning from the Trenches: Scrum for Hardware
Learning from the Trenches: Scrum for Hardware
 
Practical Scrum - day 1
Practical Scrum - day 1Practical Scrum - day 1
Practical Scrum - day 1
 
Modern strugglesofit
Modern strugglesofitModern strugglesofit
Modern strugglesofit
 
Answers to the Biggest Questions of Change Leaders
Answers to the Biggest Questions of Change LeadersAnswers to the Biggest Questions of Change Leaders
Answers to the Biggest Questions of Change Leaders
 

More from LeadingAgile

Aligning Your DevOps Strategy to Your Agile Transformation
Aligning Your DevOps Strategy to Your Agile TransformationAligning Your DevOps Strategy to Your Agile Transformation
Aligning Your DevOps Strategy to Your Agile TransformationLeadingAgile
 
The 10 Steps to Becoming a Great Agile Coach
The 10 Steps to Becoming a Great Agile CoachThe 10 Steps to Becoming a Great Agile Coach
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
 
The Journey to Transformation | Tech Company Case Study
The Journey to Transformation | Tech Company Case StudyThe Journey to Transformation | Tech Company Case Study
The Journey to Transformation | Tech Company Case StudyLeadingAgile
 
Assumptions & Ambiguity be Damned
Assumptions & Ambiguity be DamnedAssumptions & Ambiguity be Damned
Assumptions & Ambiguity be DamnedLeadingAgile
 
Product-Driven Organizations: The Evolution of Agile
Product-Driven Organizations: The Evolution of AgileProduct-Driven Organizations: The Evolution of Agile
Product-Driven Organizations: The Evolution of AgileLeadingAgile
 
System of Delivery: An Intro to Our Governance Model
System of Delivery: An Intro to Our Governance ModelSystem of Delivery: An Intro to Our Governance Model
System of Delivery: An Intro to Our Governance ModelLeadingAgile
 
Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
 
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT Domains
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT DomainsFaster Food and a Better Place to Sleep: Exploring Agile in Non-IT Domains
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT DomainsLeadingAgile
 
Information Radiators and Information Vaults
Information Radiators and Information VaultsInformation Radiators and Information Vaults
Information Radiators and Information VaultsLeadingAgile
 
Enterprise Agile Metrics: A GQM Approach
Enterprise Agile Metrics: A GQM ApproachEnterprise Agile Metrics: A GQM Approach
Enterprise Agile Metrics: A GQM ApproachLeadingAgile
 
Portfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick AustinPortfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick AustinLeadingAgile
 
Avoiding the Pitfalls of Capitalizing Software in an Agile World
Avoiding the Pitfalls of Capitalizing Software in an Agile WorldAvoiding the Pitfalls of Capitalizing Software in an Agile World
Avoiding the Pitfalls of Capitalizing Software in an Agile WorldLeadingAgile
 
Faster Food and a Better Place to Sleep: Applying Agile Outside of Software
Faster Food and a Better Place to Sleep: Applying Agile Outside of SoftwareFaster Food and a Better Place to Sleep: Applying Agile Outside of Software
Faster Food and a Better Place to Sleep: Applying Agile Outside of SoftwareLeadingAgile
 
Agile Analytics: A GQM Approach to Enterprise Metrics
Agile Analytics: A GQM Approach to Enterprise MetricsAgile Analytics: A GQM Approach to Enterprise Metrics
Agile Analytics: A GQM Approach to Enterprise MetricsLeadingAgile
 
Agility Infusion 101: Agile & Beyond
Agility Infusion 101: Agile & BeyondAgility Infusion 101: Agile & Beyond
Agility Infusion 101: Agile & BeyondLeadingAgile
 
Agile IT Operatinos - Getting to Daily Releases
Agile IT Operatinos - Getting to Daily ReleasesAgile IT Operatinos - Getting to Daily Releases
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
 
Why Agile is Failing in Large Enterprises
Why Agile is Failing in Large EnterprisesWhy Agile is Failing in Large Enterprises
Why Agile is Failing in Large EnterprisesLeadingAgile
 
Agile Product Management: Getting from Backlog to Value
Agile Product Management: Getting from Backlog to ValueAgile Product Management: Getting from Backlog to Value
Agile Product Management: Getting from Backlog to ValueLeadingAgile
 
Project Management to Enterprise Agile Product Delivery
Project Management to Enterprise Agile Product DeliveryProject Management to Enterprise Agile Product Delivery
Project Management to Enterprise Agile Product DeliveryLeadingAgile
 
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...LeadingAgile
 

More from LeadingAgile (20)

Aligning Your DevOps Strategy to Your Agile Transformation
Aligning Your DevOps Strategy to Your Agile TransformationAligning Your DevOps Strategy to Your Agile Transformation
Aligning Your DevOps Strategy to Your Agile Transformation
 
The 10 Steps to Becoming a Great Agile Coach
The 10 Steps to Becoming a Great Agile CoachThe 10 Steps to Becoming a Great Agile Coach
The 10 Steps to Becoming a Great Agile Coach
 
The Journey to Transformation | Tech Company Case Study
The Journey to Transformation | Tech Company Case StudyThe Journey to Transformation | Tech Company Case Study
The Journey to Transformation | Tech Company Case Study
 
Assumptions & Ambiguity be Damned
Assumptions & Ambiguity be DamnedAssumptions & Ambiguity be Damned
Assumptions & Ambiguity be Damned
 
Product-Driven Organizations: The Evolution of Agile
Product-Driven Organizations: The Evolution of AgileProduct-Driven Organizations: The Evolution of Agile
Product-Driven Organizations: The Evolution of Agile
 
System of Delivery: An Intro to Our Governance Model
System of Delivery: An Intro to Our Governance ModelSystem of Delivery: An Intro to Our Governance Model
System of Delivery: An Intro to Our Governance Model
 
Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]
 
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT Domains
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT DomainsFaster Food and a Better Place to Sleep: Exploring Agile in Non-IT Domains
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT Domains
 
Information Radiators and Information Vaults
Information Radiators and Information VaultsInformation Radiators and Information Vaults
Information Radiators and Information Vaults
 
Enterprise Agile Metrics: A GQM Approach
Enterprise Agile Metrics: A GQM ApproachEnterprise Agile Metrics: A GQM Approach
Enterprise Agile Metrics: A GQM Approach
 
Portfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick AustinPortfolio Management in an Agile World - Rick Austin
Portfolio Management in an Agile World - Rick Austin
 
Avoiding the Pitfalls of Capitalizing Software in an Agile World
Avoiding the Pitfalls of Capitalizing Software in an Agile WorldAvoiding the Pitfalls of Capitalizing Software in an Agile World
Avoiding the Pitfalls of Capitalizing Software in an Agile World
 
Faster Food and a Better Place to Sleep: Applying Agile Outside of Software
Faster Food and a Better Place to Sleep: Applying Agile Outside of SoftwareFaster Food and a Better Place to Sleep: Applying Agile Outside of Software
Faster Food and a Better Place to Sleep: Applying Agile Outside of Software
 
Agile Analytics: A GQM Approach to Enterprise Metrics
Agile Analytics: A GQM Approach to Enterprise MetricsAgile Analytics: A GQM Approach to Enterprise Metrics
Agile Analytics: A GQM Approach to Enterprise Metrics
 
Agility Infusion 101: Agile & Beyond
Agility Infusion 101: Agile & BeyondAgility Infusion 101: Agile & Beyond
Agility Infusion 101: Agile & Beyond
 
Agile IT Operatinos - Getting to Daily Releases
Agile IT Operatinos - Getting to Daily ReleasesAgile IT Operatinos - Getting to Daily Releases
Agile IT Operatinos - Getting to Daily Releases
 
Why Agile is Failing in Large Enterprises
Why Agile is Failing in Large EnterprisesWhy Agile is Failing in Large Enterprises
Why Agile is Failing in Large Enterprises
 
Agile Product Management: Getting from Backlog to Value
Agile Product Management: Getting from Backlog to ValueAgile Product Management: Getting from Backlog to Value
Agile Product Management: Getting from Backlog to Value
 
Project Management to Enterprise Agile Product Delivery
Project Management to Enterprise Agile Product DeliveryProject Management to Enterprise Agile Product Delivery
Project Management to Enterprise Agile Product Delivery
 
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...
 

Recently uploaded

TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024Adnet Communications
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationAnamaria Contreras
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy Verified Accounts
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMVoces Mineras
 
Supercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebsSupercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebsGOKUL JS
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...Hector Del Castillo, CPM, CPMM
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...ssuserf63bd7
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in PhilippinesDavidSamuel525586
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersPeter Horsten
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesDoe Paoro
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 
Technical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamTechnical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamArik Fletcher
 

Recently uploaded (20)

TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail Accounts
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
 
Supercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebsSupercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebs
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
 
WAM Corporate Presentation April 12 2024.pdf
WAM Corporate Presentation April 12 2024.pdfWAM Corporate Presentation April 12 2024.pdf
WAM Corporate Presentation April 12 2024.pdf
 
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in Philippines
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exporters
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic Experiences
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 
Technical Leaders - Working with the Management Team
Technical Leaders - Working with the Management TeamTechnical Leaders - Working with the Management Team
Technical Leaders - Working with the Management Team
 

Agile transformation Explanined