1.
TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4
APPLYING AGILE TO THE
ENTERPRISE DATA
WAREHOUSE

2.
WHAT IS AGILE?

3.
DECLARATION OF INTERDEPENDENCE
“We increase return on investment by making continuous flow of value our focus.
We deliver reliable results by engaging customers in frequent interactions and
shared ownership.
We expect uncertainty and manage for it through iterations, anticipation, and
adaptation.
We unleash creativity and innovation by recognizing that individuals are the
ultimate source of value, and creating an environment where they can make a
difference.
We boost performance through group accountability for results and shared
responsibility for team effectiveness.
We improve effectiveness and reliability through situationally specific strategies,
processes and practices.”
Written 2005: David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike
Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd
Little, Kent McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki

4.
CONSIDERATIONS FOR
THE CFO WANTING TO
IMPLEMENT AGILE

5.
CULTURE IS THE FOUNDATION

6.
USE A FRAMEWORK IF YOU NEED TO SCALE

7.
IMPLEMENT INVESTMENT THEMES &
FUND THE AGILE RELEASE TRAINS
The critical best practice is to subdivide portfolio resource allocation into three separate
competitions, one for each horizon, each having its own dedicated pool of resources, not to be
shared with any of the others. – Geoffrey Moore. Escape Velocity
http://scaledagileframework.com/

8.
USE ECONOMIC PRIORITIZATION WITH
WEIGHTED SHORTEST JOB FIRST (WSJF)
If you only quantify one thing,
quantify the cost of delay.
– Don Reinertsen
http://scaledagileframework.com/

9.
INVEST IN ENABLERS – THE SYSTEM TEAM

10.
OUR RESULTS
• Average delivery cycle time down from 12 month to 3 months 
• Frequency of delivery increased from quarterly to fortnightly 
• Cost to deliver down 50% 
• 100% projects delivered on time and on budget 
• Happy project sponsors (NPS 29) 
• Happy teams (Team NPS 43 )