In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.

1. Olta Prifti
Agile” is not just for software
development, it’s for the whole business!

2. Olta Prifti PMP, CSM
Founder of Agile Tirana Meetup
v CSM ( Certified Scrum Master from Scrum Alliance)
v PMP Certification from PMI( Project Management Institute)
v Experience: Over 10 years experience in the IT field
v Roles: Treasury Support Specialist, Database Administration, HRIS
Data Migration Specialist, Developer, Project Coordinator, Project
Manager of Software and Hardware Projects in Public
Administration, Director of Information Technology, Scrum
Master in Logistic and Fintech domain.
v Founder of Agile Tirana Community
My experience

3. Where the current management comes from?
Previous Generation
Should simply
do things
Thinker and
Planner
Taylorism
Manufacturing „Manager Class“
„Working Class“

4. But what about current projects?
Agile: Next Generation
changing
requirements
customer
value
innovative
no
production
not
predictable
Current
projects
?

5. Agile is much more than a framework
Agile: Next Generation
Organizational
change
Business and tech
collaborate daily
Cross functional
team
Culture
self organizing
teams
Scrum, Kanban

6. v The company structure doesn’t adequately support the
Agile philosophy;
v The business goals and vision is not aligned with team
goals;
v Lack of/or limited Agile skills – not HR involved ;
v Full capacity utilization often creates a non-collaborative
environment;
v Learning the practices and applying them without knowing
the principles behind them and without knowing when to
tailor and select practices;
Organizational Obstacles to Adopting Agile
Agile: Next Generation
v Lack of/or limited Agile skills in marketing, services and
other departments that interact with agile teams;
v Skipping modeling and design completely;
v Avoiding integration between development and
operation team;
v Tech team is not collaborating with business team and
client;

7. Initiating an agile transformation
requires a holistic approach
Agile Transformation Approach
Operating
model and
alignment
Organization
design
Training
Team
Process and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

8. A flattened organizational structure that can help increase
speed through:
v Empowered business roles, such as product owners;
v Smaller, more nimble IT team structures;
v New talent and skills focused on building the breadth
and fungibility of contributors ;
v A decentralized decision-making approach;
Organization Design
Operating
model and
alignment
Organization
design
Training
Team
Process
and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

9. A future operating model that can help drive alignment
across all organization:
v Implementing OKR approach that connects vision and
mission of the company with operational teams;
v End to end business and IT interaction modeling;
Operating Model and Alignment
Operating
model and
alignment
Organization
design
Training
Team
Process and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

10. Methodological guides that can help team move fast but
also safely through:
v Just-enough software development life cycle process
for Scrum/Kanban adoption;
v Agile tooling standards;
v Engineering practice adoption
Team Processes and Practices
Operating
model and
alignment
Organization
design
Training
Team
Process and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

11. A technical foundation that can help support the change
through:
v Productized architecture aligned to business
capabilities;
v Automated and continues delivery pipeline;
v Dev and Ops integration;
.
Architecture and DevOps
Operating
model and
alignment
Organization
design
Training
Team
Process
and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

12. Consistent education and communication of the new
operating model to all staff through:
v Real-world training programs for all levels of the
company and all staff.
v Immersive and simulation-based components;
v Just-in-time approaches to deepen learning;
Training
Operating
model and
alignment
Organization
design
Training
Team
Process and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

13. A focus on building the maturity and continues
improvement mindset of teams through:
v Embedded, Hands-on agile coaches;
v Impediment identification and rerouting to
transformation leadership;
v “Coach the coach” model that accelerated self-
organizing teams and self-sufficiency of adoption;
v One to one meeting and fast feedback;
v Anonymous agility assessment;
.
Coaching
Operating
model and
alignment
Organization
design
Training
Team
Process
and
Practices
Coaching
Architecture
and DevOps
Agile
Transformation
“Business Agility”
“ Team Agility”

14. Today
Tomorrow
–
Agile
Next
Generation
Project Teams and functional resource
management
Funding and strategic planning
Business engagement and skills
Supporting functions outside of core delivery
Leadership and people management
Fixed, cross - functional teams
Team agility requires building static cross - functional teams
Capacity based funding by product
Central to Agile is shifting from traditional project-based
funding to team - based funding so cost can be fixed but
time and scope vary
A formal product owner organization
Changing the business organization and talent is critical to
achieve business agility and requires investments in formal
product owner and reskilling
Agility across support functions
Business agility requires not changes just in the core delivery
team, but also how supporting functions, such as marketing,
servicing, HR and other that interacting with agile team
Increased empowerment and self-organization
Leadership and management is foundation for a successful
agile transformation, changes to how managers and leader
behave are critical;
Key shifts required that affect traditional operating model

15. Conclusions

16. Use pilots to evaluate
your Agile Implementation
A pilot is not so time consuming
for an implementation of Agile
than the whole organization
Make you own experiences
with the pilot and learn
from it
Extend the pilot to other
departments / projects
Organizational Change: Use pilots

17. Extend the piloting
Pilot has worked here
Split team, build new teams
Share Knowledge

18. “Being agile on paper and being
agile in practice are two different
things!”

19. Thank you!