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Agile Transformation v1.27

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Agile Transformation : Agile 2018

Published in: Business

Agile Transformation v1.27

  1. 1. THIS TALK IS ABOUT GETTING PEOPLE TO MOVE...
  2. 2. AND KEEPING THEM MOVING THIS TALK IS ABOUT GETTING PEOPLE TO MOVE...
  3. 3. G O A L S O F G O I N G A G I L E
  4. 4. G O A L S O F G O I N G A G I L E P R E D I C T A B I L I T Y Agile tends to focus on adaptability but predictability is most often cited as the reason for agile transformation
  5. 5. G O A L S O F G O I N G A G I L E Q U A L I T Y As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
  6. 6. G O A L S O F G O I N G A G I L E E A R L Y R O I Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market value
  7. 7. G O A L S O F G O I N G A G I L E L O W E R C O S T S Cost savings are tough to promise, but agile can help make sure you are spending money on features most likely to generate revenue
  8. 8. G O A L S O F G O I N G A G I L E I N N O V A T I O N As companies grow sometimes they slow down and loose the ability to innovate. Agile can help you get back your competitive edge.
  9. 9. G O A L S O F G O I N G A G I L E P R O D U C T F I T Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
  10. 10. ... all three are essential, but where you start is also essential…
  11. 11. H O W B I G I S T H E O R G A N I Z A T I O N ? Single Team Multiple Teams
  12. 12. D O T E A M S H A V E D E P E N D E N C I E S ? 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
  13. 13. H O W M U C H R E S I S T A N C E ?
  14. 14. T H E 3 T H I N G S
  15. 15. T H E 3 T H I N G S BACKLOGS
  16. 16. T H E 3 T H I N G S BACKLOGS TEAMS
  17. 17. T H E 3 T H I N G S BACKLOGS TEAMS WORKING TESTED SOFTWARE
  18. 18. W H A T D O I M E A N ? 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
  19. 19. INVEST CCC Small enough for the team to develop in a day or so BACKLOGS TEAMS Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt W H A T D O I M E A N ? WORKING TESTED SOFTWARE
  20. 20. W H A T D O I M E A N ? INVEST CCC Small enough for the team to develop in a day or so BACKLOGS TEAMS Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt WORKING TESTED SOFTWARE
  21. 21. W H A T D O I M E A N ? Investment Decisioning Prioritization GOVERNANCE STRUCTURE METRICS Teaming Strategies at all levels of the organization How do we measure progress across teams How do we hold people accountable
  22. 22. W H A T D O I M E A N ? Investment Decisioning Prioritization GOVERNANCE STRUCTURE METRICS Teaming Strategies at all levels of the organization How do we measure progress across teams How do we hold people accountable
  23. 23. W H A T D O I M E A N ? Investment Decisioning Prioritization GOVERNANCE STRUCTURE METRICS Teaming Strategies at all levels of the organization How do we measure progress across teams How do we hold people accountable
  24. 24. W H ER E A R E W E NO W ?
  25. 25. ADAPTABILITY PREDICTABILITY
  26. 26. EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  27. 27. AE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  28. 28. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY
  29. 29. QUADRANT 1 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  30. 30. QUADRANT 2 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  31. 31. QUADRANT 3 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  32. 32. QUADRANT 4 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  33. 33. T R A NS F O R M A T I O N I S A J O U RNEY
  34. 34. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  35. 35. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST
  36. 36. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  37. 37. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL LOW TRUST BECOME PREDICTABLE
  38. 38. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST BECOME PREDICTABLE
  39. 39. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST REDUCE BATCH SIZEBECOME PREDICTABLE
  40. 40. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE
  41. 41. A T H EO RY O F T R A NS F O R M A T I O N
  42. 42. THEORY OF TRANSFORMATION // Adopting agile is about forming teams, building backlogs, and regularly producing increments of working tested software
  43. 43. THEORY OF TRANSFORMATION // Adopting agile at scale is about defining structure, establishing governance, and creating a metrics and tooling strategy that supports agility
  44. 44. THEORY OF TRANSFORMATION // Anything that gets in the way of forming teams, building backlogs, and producing working tested software is an impediment to transformation
  45. 45. THEORY OF TRANSFORMATION // Solid agile practices will help operationalize the system and encourage a healthy, adaptive, and empowered culture emerge over time
  46. 46. W H ER E A R E W E G O I N G ?
  47. 47. Waterfall RUP SAFe DSDM FDD DAD Nexus LeSS Scrum XP Crystal AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  48. 48. Gartner Mode Two Gartner Mode One AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILETRADITIONAL
  49. 49. M A P P I N G T H E J O U R NEY
  50. 50. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE T E A M S
  51. 51. BASECAMP 1 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE T E A M S B1
  52. 52. BASECAMP 2 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE T E A M S B1 B2
  53. 53. BASECAMP 3 AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE T E A M S B1 B2 B3
  54. 54. BASECAMP 3 DevOps AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE T E A M S B1 B2 B3
  55. 55. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE T E A M S B1 B2 B3 B4 BASECAMP 4
  56. 56. AE AC PE PC EMERGENCE CONVERGENCE ADAPTABILITY PREDICTABILITY AD-HOC LEAN STARTUP AGILELEAN/ AGILE LOW TRUST FULLY DECOUPLE REDUCE BATCH SIZEBECOME PREDICTABLE BASECAMP 5 T E A M S B1 B2 B3 B4 B5
  57. 57. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
  58. 58. 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.
  59. 59. 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.
  60. 60. 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.
  61. 61. DELIVERY TEAMS
  62. 62. PROGRAM TEAMS DELIVERY TEAMS
  63. 63. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS
  64. 64. G O V E R N A N C E
  65. 65. 3 - T I E R G O V E R N A N C E EPIC ALIGNMENT MAKE READY EPIC PRIORITIZATION FEATURE DEFINITION STORY READY SOLUTION VALIDATION RELEASE TARGETING STORY MAPPING RELEASE PLANNING IN PROGRESS IN PROGRESS IN PROGRESS EPIC VALIDATION INTEGRATION VALIDATION STORY DONE STORY ACCEPTED FEATURE DEVELOPMENT FEATURE COMPLETED COMPLETED PORTFOLIO TEAM PROGRAM TEAM DELIVERY TEAM STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED DEMAND PLANNING EXECUTION & ACCOUNTABILITY INTAKE E p i c | K a n b a n F e a t u r e | K a n b a n S t o r y | S c r u m
  66. 66. 4 - T I E R G O V E R N A N C E MAKE READY STORY READY IN PROGRESS STORY DONE STORY ACCEPTED EPIC ALIGNMENT EPIC PRIORITIZATION SOLUTION VALIDATION RELEASE TARGETING IN PROGRESS EPIC VALIDATION COMPLETED PORTFOLIO TEAM PROGRAM TEAM DELIVERY TEAM STRATEGIC ALIGNMENT SOLUTION VISION DEMAND PLANNING EXECUTION VALIDATION ACCEPTED DEMAND PLANNING EXECUTION & ACCOUNTABILITY FEATURE DEFINITION STORY MAPPING RELEASE PLANNING IN PROGRESS INTEGRATION VALIDATION FEATURE DEPLOYMENT FEATURE COMPLETED INTAKE INVESTMENT DECISION INVESTMENT TARGETING IN PROGRESS INITIATIVE VALIDATION COMPLETED INITIATIVE DEFINITION INITIATIVE ROADMAP MEASUREABLE PROGRESS INVESTMENT I n i t i a t i v e | K a n b a n E p i c | K a n b a n F e a t u r e | K a n b a n S t o r y | S c r u m
  67. 67. M E T R I C S
  68. 68. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scrum Kanban Kanban
  69. 69. Scrum Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change PORTFOLIO TEAMS DELIVERY TEAMS PROGRAM TEAMS
  70. 70. Scrum Kanban Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change Cycle Time Features Blocked Rework/Defects PORTFOLIO TEAMS DELIVERY TEAMS PROGRAM TEAMS
  71. 71. Scrum 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 PORTFOLIO TEAMS DELIVERY TEAMS PROGRAM TEAMS
  72. 72. I NC REM ENT A L T R A NS F O R M A T I O N ( EX P ED I T I O NS )
  73. 73. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Expedition One AGILE ROLLOUT
  74. 74. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Expedition One AGILE ROLLOUT Expedition Two
  75. 75. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Expedition One AGILE ROLLOUT Expedition Three ➔ N
  76. 76. I T ERA T I V E T R A NS F O R M A T I O N ( BA S EC A M P S )
  77. 77. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp One
  78. 78. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Two
  79. 79. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Three
  80. 80. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Four
  81. 81. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Five
  82. 82. EX P ED I T I O NS & BA S EC A M P S
  83. 83. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp One
  84. 84. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Two
  85. 85. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Three AGILE ROLLOUT Basecamp One
  86. 86. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Four AGILE ROLLOUT Basecamp Two
  87. 87. PROGRAM TEAMS PORTFOLIO TEAMS DELIVERY TEAMS Scr um Kanban Kanban AGILE PILOT Basecamp Five AGILE ROLLOUT Basecamp Three
  88. 88. P L A YBO O K & F I EL D G U I D E
  89. 89. S T E P 1 Agile transformation isn’t something that can be done to an organization. They have to be full participants Holding the organization accountable Remove Impediments Plan the work Review Progress Inspect and Adapt WHY WHAT HOW Executive Steering Committee Transformation Leadership Team
  90. 90. S T E P 2 We have to have some idea of where we are going before we start We will accept the plan will change Transformation Workshop Pilot Broad Organization Rollout Create Feedback Loops WHY WHAT HOW Create a working hypothesis for structure, governance, and metrics Plan to progressively elaborate
  91. 91. S T E P 3 We have to be able to give the organization some idea of what we are doing, when, and how long What teams are going to be formed? What training do they need? What coaching do they need? When will this all happen? WHY WHAT HOW Expeditions Basecamps Sequenced in Time
  92. 92. S T E P 4 Very similar to an agile release plan, we want a rolling 90 day, fairly specific view of what is going to take place Week by week training and coaching plans Detailed resource planning Expected activities and outcomes. WHY WHAT HOW Transformation leadership team meets periodically to plan forward, assess progress, and adjust as necessary
  93. 93. S T E P 5 Very similar to a sprint cycle in Scrum We want to periodically assess progress, retrospect, and adjust Scheduled recurring meetings Review planning artifacts Review metrics Improvement plans WHY WHAT HOW ELT reviews progress against strategy and outcomes TLT focuses on how well the plan is moving along
  94. 94. S T E P 6 The whole reason we are doing this is to get better business outcomes This is where we begin justifying the investment Assessments Status Reports Coaching Plans WHY WHAT HOW Create hypotheses Conduct experiments Demonstrate outcomes Pivot based on what we learn
  95. 95. S T E P 7 We want to be able to trace improvements in the system to tangible business benefits Assessment Outcomes Transformation metrics Business Metrics WHY WHAT HOW Business metric baselines Regularly show progress Update coaching plans as necessary
  96. 96. S T E P 8 Our understanding will evolve throughout the transformation Refine the End- State Vision and the Roadmap WHY WHAT HOW Re-assess the End- State Vision based on the evolving understanding
  97. 97. S T E P 9 Letting everyone know what is going on and the success of the program will create excitement and energy Town Halls Executive roundtables Signage Information Radiators Cadence of Accountability WHY WHAT HOW Regular communication from leadership Be transparent about progress and impediments
  98. 98. S T E P 1 0 Understand what’s in it for everyone involved and help them see where they fit in the new organization Team assignments Staffing plans Job descriptions Job aids Communities of Practice WHY WHAT HOW Clarity Accountability Measurable progress
  99. 99. T R A NS F O R M A T I O N M E T R I C S
  100. 100. C A P A B I L I T Y I M P R O V E M E N T S
  101. 101. C A P A B I L I T Y I M P R O V E M E N T S DEFINE THE PRODUCT
  102. 102. PLAN & COORDINATE C A P A B I L I T Y I M P R O V E M E N T S DEFINE THE PRODUCT
  103. 103. PLAN & COORDINATE C A P A B I L I T Y I M P R O V E M E N T S DEFINE THE PRODUCT DELIVER THE SOLUTION
  104. 104. ORGANIZATION ENABLEMENT PLAN & COORDINATE C A P A B I L I T Y I M P R O V E M E N T S DEFINE THE PRODUCT DELIVER THE SOLUTION
  105. 105. ORGANIZATION ENABLEMENT PLAN & COORDINATE C A P A B I L I T Y I M P R O V E M E N T S DEFINE THE PRODUCT DELIVER THE SOLUTION CONTINUOUS IMPROVEMENT
  106. 106. M E A S U R I N G P R O G R E S S
  107. 107. M E A S U R I N G P R O G R E S S ACTIVITIE S
  108. 108. M E A S U R I N G P R O G R E S S ACTIVITIE S OUTCOME S
  109. 109. M E A S U R I N G P R O G R E S S ACTIVITIE S OUTCOME S B ASE CAMPS
  110. 110. BU S I NES S M E T R I C S
  111. 111. G O A L S A N D O B J E C T I V E S
  112. 112. G O A L S A N D O B J E C T I V E S PREDICTABILITY
  113. 113. G O A L S A N D O B J E C T I V E S PREDICTABILITY QUALITY
  114. 114. G O A L S A N D O B J E C T I V E S PREDICTABILITY EARLY ROI QUALITY
  115. 115. G O A L S A N D O B J E C T I V E S PREDICTABILITY EARLY ROI QUALITY LOWER COSTS
  116. 116. G O A L S A N D O B J E C T I V E S PREDICTABILITY EARLY ROI INNOVATION QUALITY LOWER COSTS
  117. 117. G O A L S A N D O B J E C T I V E S PREDICTABILITY EARLY ROI INNOVATION QUALITY LOWER COSTS PRODUCT FIT
  118. 118. F I N A N C I A L M E A S U R E M E N T
  119. 119. F I N A N C I A L M E A S U R E M E N T RETURN ON INVESTMENT
  120. 120. F I N A N C I A L M E A S U R E M E N T RETURN ON INVESTMENT PAYBACK PERIOD
  121. 121. F I N A N C I A L M E A S U R E M E N T RETURN ON INVESTMENT PAYBACK PERIOD CAPITALIZATION RATE
  122. 122. F I N A N C I A L M E A S U R E M E N T RETURN ON INVESTMENT PAYBACK PERIOD CAPITALIZATION RATE REVENUE ACCELERATION
  123. 123. F I N A N C I A L M E A S U R E M E N T RETURN ON INVESTMENT PAYBACK PERIOD CAPITALIZATION RATE REVENUE ACCELERATION PRODUCTIVITY IMPROVEMENTS
  124. 124. F I N A N C I A L M E A S U R E M E N T RETURN ON INVESTMENT PAYBACK PERIOD CAPITALIZATION RATE REVENUE ACCELERATION PRODUCTIVITY IMPROVEMENTS EMPLOYEE TURNOVER RATIO
  125. 125. R O L E S
  126. 126. R O L E S ACCOUNT LEAD
  127. 127. R O L E S TRANSFORMATION LEAD ACCOUNT LEAD
  128. 128. R O L E S TRANSFORMATION LEAD EXPEDITION LEAD ACCOUNT LEAD
  129. 129. R O L E S TRANSFORMATION LEAD EXPEDITION LEAD ENTERPRISE TRANSFORMATION CONSULTANT ACCOUNT LEAD
  130. 130. R O L E S TRANSFORMATION LEAD EXPEDITION LEAD ENTERPRISE TRANSFORMATION CONSULTANT ANALYST ACCOUNT LEAD
  131. 131. R O L E S TRANSFORMATION LEAD EXPEDITION LEAD ENTERPRISE TRANSFORMATION CONSULTANT ANALYST SPECIALIST ACCOUNT LEAD
  132. 132. C O M P E T E N C I E S
  133. 133. C O M P E T E N C I E S Skills Experience Culture Community
  134. 134. C O M P E T E N C I E S Skills Experience Culture Community Beliefs Behaviors
  135. 135. C O M P E T E N C I E S Skills Experience Culture Community Beliefs Behaviors EQ IQ
  136. 136. C O M P E T E N C I E S Skills Experience Culture Community Beliefs Behaviors EQ IQ Pattern Recognition Systems Thinking
  137. 137. T I T L E S
  138. 138. ASSOCIATE CONSULTANT T I T L E S
  139. 139. ASSOCIATE CONSULTANT STAFF CONSULTANT T I T L E S
  140. 140. ASSOCIATE CONSULTANT STAFF CONSULTANT SENIOR CONSULTANT T I T L E S
  141. 141. ASSOCIATE CONSULTANT STAFF CONSULTANT SENIOR CONSULTANT T I T L E S MANAGING CONSULTANT
  142. 142. ASSOCIATE CONSULTANT STAFF CONSULTANT SENIOR CONSULTANT T I T L E S MANAGING CONSULTANT PRINCIPLE CONSULTANT
  143. 143. MANAGING CONSULTANT ASSOCIATE CONSULTANT STAFF CONSULTANT SENIOR CONSULTANT PRINCIPLE CONSULTANT PARTNER T I T L E S

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