Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
What are the Agile Metrics That Matter Most? Are they at the team-level? project/project? What about the people-side of agile (the "soft stuff"). What are common pitfalls to avoid? We categorize agile metrics into those about Value, Flow, Quality & Culture, and identify the most frequently used (and misused) in each of those areas.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
What is scaling and how can it help to improve your organisation? What is the right mix of scaling principles and practices for your culture and teams? I will compare some agile approaches on scaling like Scaled Agile Framework aka SAFe, Large Scale Scrum (LeSS) both based on principles of Lean Product Development and Scaling Agile @ Spotify.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
What are the Agile Metrics That Matter Most? Are they at the team-level? project/project? What about the people-side of agile (the "soft stuff"). What are common pitfalls to avoid? We categorize agile metrics into those about Value, Flow, Quality & Culture, and identify the most frequently used (and misused) in each of those areas.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
What is scaling and how can it help to improve your organisation? What is the right mix of scaling principles and practices for your culture and teams? I will compare some agile approaches on scaling like Scaled Agile Framework aka SAFe, Large Scale Scrum (LeSS) both based on principles of Lean Product Development and Scaling Agile @ Spotify.
AgileBA is one of the fastest growing certifications in the Agile and BA world, and this presentation looks at an overview of the subject and exam process
This whitepaper captures the state of Agile using the format of Wardley Maps. It evidences how the market is commoditising and how time is calling for novel approach to change.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
Moderated by Agile experts Harry Ulrich and Todd Miller, this presentation presents multidimensional best practices for Agile Development that you can start executing right away.
Learn more about the root causes of Agile failures, practical wisdom to drive better collaboration and alignment across Agile teams, and strategies to scale Agile successfully across your organization.
Agile principles and mindset agile wednesday seriesJamey Lees
Jamey is a project catalyst for motivation and believes project success starts with team confidence. He has directed / managed project portfolios up to $200 million and portfolios as low as 1/2 million dollars in funding. Being a lifelong learning, it was the smaller projects where he learned he has an innate ability to find the right balance between people and process to obtain the team’s innovation hidden talents. Leveraging his unwavering determination, he has successfully implemented projects with company-wide impacts involving ~700 stakeholders.
Jamey is an Iowa native, graduated from Iowa State University, and certified in Agile Certified Practitioner (PMI-ACP), Certified Scrum Master (CSM), Project Management Professional (PMP) and, IT Infrastructure Library (ITIL). He is an active PMI member of the PMI Washington DC chapter.
Agile Development Methodologies for Highly Regulated OrganizationsCelerity
Celerity hosted a NYC lunch event featuring Agile experts Todd Florence and Mike Huber. Discussion touched on Agile implementation, scaling Agile frameworks, and making Agile methodology work in highly regulated organizations.
- AgileChakra™: The Wheel of high Performance
- Demystifying Enterprise Agility with the AgileChakra™
This talk was presented by Mr. Tushar Paunikar at the SG Techtalks in Singapore on Jan2020.
Showcase Webinar: Mapping Business Outcomes to SAFe with Mike HallAgile Velocity
Are you considering SAFe (Scaled Agile Framework)? Have you begun your SAFe implementation but are not seeing the promised business results? This webinar discusses how to ensure your desired business outcomes are achieved using SAFe. It explains the missing “connective tissue” that ties your business objectives to the underlying framework.
Mike Hall is an experienced Agile Coach specializing in scaling Agile and lean economics. He has led several large SAFe transformations and is an experienced SAFe trainer.
Scaling is seen as a must and many companies see it as a way of transforming organizations. We see using the Spotify Model or SAFe from day one. However, what is missed it that when you scale, you scale your problems too. There are things to consider before you scale. You need to understand if you want to scale and how. Does it really pay off? What's your scaling strategy? There are also aspects to consider when you choose the approach.
I will share my experience with scaling and large organization transformation.
W ramach transformacji do zwinnej organizacji pojawiają się często niezaadresowane pytania. Jak managerowie powinni pracować z Zespołami Scrum. Czy w Scrum nie ma zarządzania? Co zrobić z managerami? Samo-organizacja jest postrzegana jako kompletny chaos. Pojawia się hasło, że potrzebujemy mieć procesy zarządcze, więc potrzebujemy mieć managerów. Wiele osób nie rozumie czym różni sie lider od managera. Jak managerowie powinni pracować z Zespołami Scrum? Czy w Scrum w ogóle nie ma zarządzania? Czy w Zespole Scrum są liderzy? W swoim wystąpieniu odpowiem na te pytania. Opowiem czym jest servant-leadership. Jak przejść z hierachicznej organizacji z kulturą zarządzania ludźmi na organizację zwinną. Opowiem czym mogą a nawet powinni zajmować się managerowie w organizacji.
Scrum studio - Agile in non-Agile organizationKrystian Kaczor
There are various approaches to Agile Transformation. Sometimes you can't handle a revolution and evolution would take too long. Then what's left is Scrum Studio.
I will share lessons learned from the New Online Banking at BGŻ BNP Paribas. I will tell you how we started. How the Product Owner influenced the shape of the studio and the shape of the product, how the Studio influenced the organization, our path through inspect & adapt and the way forward.
Jak podejść do wymagań w Agile? Jak pisać dobre User Story? Po czym poznam, że to jest dobre User Story? Kto pisze User Story? Czy w Scrum stosujemy tylko User Story? Jak szybko budować Product Backlog?
Jira jak każde narzędzie może posłużyć do czegoś dobrego albo czegoś złego. Możemy wspierać pracę w Agile, albo wręcz odwrotnie, zabić każdy aspekt Agile. A na początek wystarczyłoby skorzystać z ustawień schematu scrum w Jira Software.
Jak pracuje Product Owner? Spotkanie LubLean and AgileKrystian Kaczor
Product Owner jako osoba pisząca User Story (Historyjki Użytkownika) to jeden z najczęściej powtarzających się mitów na temat Scrum. Pojawiają się też głosy, że to niemożliwe, żeby jedna osoba potrafiła zarządzać Product Backlog. Czy aby na pewno? Czym zajmuje się Product Owner? Z jakich narzędzi korzysta Product Owner? Czy jest na 100% dostępny dla Zespołu Develoeprskiego? Co do tego ma Scrum Master?
7 grzechów głównych Agile Coacha
Mam dla Ciebie dwie wiadomości, jedną dobrą i jedną złą. Zgadniesz, którą przeczytasz najpierw?
Pamiętam jak uczyłem żonę jeździć na nartach w austriackich Alpach i trzeciego dnia wybraliśmy się na duży stok. W trakcie zjazdu zatrzymaliśmy się na lunch i przed wyruszeniem w dalszą drogę spytaliśmy kogoś, kto wyglądał na lokalnego górala, którego szlaku powinniśmy się trzymać. Strasznie głupio czułem się później tłumacząc żonie, że jesteśmy 45 km od naszego samochodu. Najprostszym i najszybszym sposobem osiągnięcia celu było pokonanie góry jeszcze raz. Od tego czasu nie pytam o radę pierwszego lepszego człowieka wyglądającego na górala.
Agile obecnie przeżywa rozkwit na polskim rynku. Można śmiało powiedzieć, że na krzywej adopcji weszliśmy w etap przynajmniej wczesnej większości. I to jest dobra wiadomość dla tych, dla których Agile to pasja. Kiedy na rynku pojawia się popyt, pojawiają się sposoby zaspokojenia zapotrzebowania. Większa świadomość czym jest Agile i jak wygląda droga do osiągania zwinności powodują, że w naszym przypadku oznacza to prawdziwy wysyp osób określających się mianem Agile Coach. W połączeniu z krążącymi w Polsce mitami na temat coachingu tworzy to prawdziwie wybuchową mieszankę. I to jest ta zła wiadomość.
Jeżeli przypadkowy Agile Coach nie osiągnie efektów, to pół biedy. Ale może też wyrządzić duże szkody. A nie ma nic bardziej demotywującego dla organizacji niż oduczanie złych nawyków kiedy adres IP komputera poprzedniego coacha nie zdążył wygasnąć.
W trakcie mojego wystąpienia opowiem czego nie powinien robić prawdziwy Agile Coach. Powiem także co i jak powinien robić. Zapewnię dawkę unikalnej wiedzy, którą powinny poznać osoby które już pracują lub chcą zacząć pracować w Agile. Jeśli chcesz kiedyś zostać Agile coachem, przyjdź koniecznie.
Dlaczego developerzy nie lubią scrum Zwinna ŁódźKrystian Kaczor
Scrum jest z nami od 1995, ale tak naprawdę pod polskie strzechy zawitał stosunkowo niedawno. W ostatnich pięciu latach zainteresowanie Scrum w Polsce nieustannie rosło. W tej chwili albo już pracujesz w czymś przypominającym Scrum, albo za chwilę będziesz. Developerzy nawet pomimo początkowej ekscytacji szybko zniechęcają się do nowego sposobu pracy. Zaczyna się hejt i marudzenie. Pomimo całej samo-organizacji i zbliżenia do użytkownika pojawia się opór i postawa obronna. Dlaczego tak się dzieje? Czy to problem z developerami? Jak przeciwdziałać problemom i sprawić, żeby praca w Scrum była przyjemna i motywująca? Opowiem o tym podczas mojego wystąpienia.
Wielu Scrum Masterów nie ma pomysłu lub ma trudności z prowadzeniem wartościowych Retrospekcji Sprintu. Młodzi, niedoświadczeni adepci tej sztuki często ograniczają się do jednej dobrze przećwiczonej metody. Najgorzej, kiedy jest to wariacja oparta na plusach i minusach lub ćwiczeniu rozgwiazda. Każdy zespól to widział i szybko się znudzi. Z tego powodu, retrospekcja staje się "koniecznym złem” dla zespołu, nudnym spotkaniem, które nie przynosi żadnej wartości. Zespół przestaje się angażować. Dlatego warto poszerzać warsztat i sprawdzać inne metody. Dzisiaj chciałabym Ci przedstawić Retrospekcję z wykorzystaniem niedawnej zmiany w Scrum Guide - dodanych Wartości Scrum.
W trakcie transformacji do Agile jeden z problemów do rozwiązania to umiejscowienie roli analityka w nowej rzeczywistości. Pula rozwiązań wydaje się tutaj mocno ograniczona standardami. Scrum Guide nie wyznacza takiej roli i nie wskazuje co zrobić z analitykiem. A może analityk nie jest w ogóle potrzebny w Agile? Nawet jeśli znajdziemy dla niego miejsce to trudno jest pracować w iteracjach tak, żeby było to wartościowe i efektywne. W swojej pracy widziałem już kilka konfiguracji w mniejszych i większych przedsięwzięciach. Każdy wybór oczywiście ma swoje plusy dodatnie i plusy ujemne. Opowiem zatem jak funckjonowała w moim doświadczeniu analiza biznesowa w środowiskach Agile, w szczególności z zespołami Scrumowymi oraz jakie są opcje rozwiązania sytuacji Analityka.
Ponad 80% organizacji twierdzi, że korzysta z metod Agile, a 80% z nich ma Scrum. Pomimo 21 lat od powstania Scrum i 15 lat od spisania Agile Manifesto nadal pojawiają się nieprawdziwe opinie, a nawet powstają całe metody rozwiązujące nieistniejące problemy. Im wyżej w strukturze organizacji tym gorzej z wiedzą i tym więcej nieprawdziwych założeń. Od czasu do czasu nadal usłyszymy, że nie ma architektury, że Scrum nadaje się tylko do małych projektów, że Scrum to metoda zarządzania projektami, że nie trzeba pisać dokumentacji, testerów nie ma, bo nie ma takiej roli, a Sprint to taki mały waterfall i tym podobne głupoty. Skąd to się bierze? Najczęściej z braku zrozumienia podstaw lub ze słabej jakości źródeł pozyskanej wiedzy. W praktyce jeśli nie wie się co jest prawdą, a co jest zmyślone bardzo trudno zrozumieć co się na prawdę dzieje i jak powinny wyglądać procesy wytwórcze.
Można dać komuś rybę, ale dużo lepiej jest dać wędkę i nauczyć łowić ryby. Dlatego podczas mojego wystąpienia omówię podstawy zagadnień i zbuduję solidne fundamenty do podejmowania decyzji na co dzień.
Scrum jest z nami od 1995, ale tak naprawdę pod polskie strzechy zawitał stosunkowo niedawno. W ostatnich pięciu latach zainteresowanie Scrum w Polsce nieustannie rosło. W tej chwili albo już pracujesz w czymś przypominającym Scrum, albo za chwilę będziesz. Developerzy nawet pomimo początkowej ekscytacji szybko zniechęcają się do nowego sposobu pracy. Zaczyna się hejt i marudzenie. Pomimo całej samo-organizacji i zbliżenia do użytkownika pojawia się opór i postawa obronna. Dlaczego tak się dzieje? Czy to problem z developerami? Jak przeciwdziałać problemom i sprawić, żeby praca w Scrum była przyjemna i motywująca? Opowiem o tym podczas mojego wystąpienia.
Jest już 2016, a różni guru i instytucje certyfikujące nadal promują pomysł specjalizacji Agile Tester. Jak są rozumiane Agile Tester i Agile Testing? Czy to jest zgodne z ramami Scrum? Czy Agile Testing to tylko techniki XP?
No i stało się. Nadszedł ten dzień, kiedy szef poinformował Cię, że nadszedł czas na zmianę sposobu pracy na Agile. Jeśli miałeś wprowadzenie Agile robione metodą skoku na głęboką wodę, to możesz poczuć się jak szeregowiec Cage, główny bohater filmu z Edge of Tomorrow. Nie ma czasu na wyjaśnienia, weź nowe narzędzia i biegnij. Różnica jest taka, że Ty nie będziesz miał/miała kolejnego podejścia w przypadku porażki projektu.
Patrząc na Manifest Agile z punktu widzenia zarządzania wymaganiami możemy mieć pewne obawy. Zmiana jest mile widziana. Działające oprogramowanie ważniejsze niż wyczerpująca dokumentacja. Współpraca z klientem zamiast negocjowania kontraktu. Czy zmiana jest zawsze możliwa? Czy planowanie jest zbędne? Brak gruntownej wiedzy i wprowadzenie Agile na szybko tworzą kolejne mity. Opowiem jak pracować nad wymaganiami i jak Zespół Scrum może nimi zarządzać.
Nas świat przyspiesza, czas wydaje się biegnąć coraz szybciej a zalewający nas potok informacji nie ma końca. Potrzebujemy szybkich i skutecznych metod wytwarzania nowych produktów. W tym celu zostały opracowane metody i frameworki Agile, ze Scrum na czele.
Jest więcej niż bardziej prawdopodobne, że następny projekt, na którym będziesz pracował, lub nowy kontrakt będzie oznaczał pracę według reguł Agile. Organizacje już teraz zaczynają poszukiwać na rynku specjalistów określanych jako Agile Tester. Czy możemy w pełni opisać kim jest i jak działa taka osoba?
Co tester może zrobić, żeby odnieść sukces w nowej sytuacji? Jak trzeba zmienić podejście do swojej roli i sposobu wykonywania pracy. Czy potrzebne są nowe procesy i narzędzia? Czy zmienia się misja testowania? Czy to prawda, że w zespole Scrum są tylko Deweloperzy?
Zapraszam na prezentację podczas której odpowiem na pytania najbardziej nurtujące testerów spotykających Agile na swojej ścieżce zawodowej. Do pełnego zilustrowania profilu Agile Terstera posłużę się modelem popularnie stosowanym w coachingu.
Moje doświadczenie jako coacha i trenera Agile w organizacjach różnej wielkości, z resztą bardzo podobne jest doświadczenie kolegów, potwierdza, że korporacje są dosyć charakterystyczne pod względem sposobu pracy i kultury organizacji. O ile udaje się zaimplementować Scrum w zespołach IT, to zwiększenie wpływu Agile tak, żeby z tego podejścia korzystały biznes i wyższa kadra managerska jest trudne.
Znajdziemy tutaj na pewno procesy, których trzeba rygorystycznie przestrzegać, jasną hierarchię władzy, wewnętrzne gry polityczne itp. Rzadko w tego typu organizacjach myśli się o produktach, a dużo częściej praca jest zorganizowana wokół projektów, dla których budżet jest przydzielany na początku roku. Kadra managerska wierzy w skuteczność twardych metod zarządzania projektami i wkłada opowieści o samoorganizacji zespołów między bajki. Kolejnym elementem, który wpływa niekorzystnie na wydajność jest to, że każdy projekt ma wielu interesariuszy, którym zależy na osiągnięciu własnych celów rocznych. Szybko dowiadujemy się, że kiedy wprowadzamy Scrum, osoby w rolach SM i PO nie mają wystarczającego umocowania, żeby dobrze służyć swoim zespołom.
Czy zdając sobie sprawę ze specyfiki dużych przedsiębiorstw i widząc elementy, które stoją w sprzeczności z Manifestem Agile powinniśmy powiedzieć “Nie, Agile nie jest dla Was”? A może dobrym rozwiązaniem byłoby rozluźnienie standardów i krzyżując Agile z Waterfall stworzyć mutanta, którego będzie kochała tylko jego matka? A co z ludźmi? Czy wieloletni pracownicy korporacji będą potrafili stworzyć motywujące środowisko przyjazne samoorganizacji?
Istnieją sprawdzone w praktyce mechanizmy, które umożliwiają rozprzestrzenienie Agile w całym przedsiębiorstwie. Zapraszam na moją prezentację, gdzie przedstawię kilka z nich.
Code reviews are vital for ensuring good code quality. They serve as one of our last lines of defense against bugs and subpar code reaching production.
Yet, they often turn into annoying tasks riddled with frustration, hostility, unclear feedback and lack of standards. How can we improve this crucial process?
In this session we will cover:
- The Art of Effective Code Reviews
- Streamlining the Review Process
- Elevating Reviews with Automated Tools
By the end of this presentation, you'll have the knowledge on how to organize and improve your code review proces
TROUBLESHOOTING 9 TYPES OF OUTOFMEMORYERRORTier1 app
Even though at surface level ‘java.lang.OutOfMemoryError’ appears as one single error; underlyingly there are 9 types of OutOfMemoryError. Each type of OutOfMemoryError has different causes, diagnosis approaches and solutions. This session equips you with the knowledge, tools, and techniques needed to troubleshoot and conquer OutOfMemoryError in all its forms, ensuring smoother, more efficient Java applications.
Climate Science Flows: Enabling Petabyte-Scale Climate Analysis with the Eart...Globus
The Earth System Grid Federation (ESGF) is a global network of data servers that archives and distributes the planet’s largest collection of Earth system model output for thousands of climate and environmental scientists worldwide. Many of these petabyte-scale data archives are located in proximity to large high-performance computing (HPC) or cloud computing resources, but the primary workflow for data users consists of transferring data, and applying computations on a different system. As a part of the ESGF 2.0 US project (funded by the United States Department of Energy Office of Science), we developed pre-defined data workflows, which can be run on-demand, capable of applying many data reduction and data analysis to the large ESGF data archives, transferring only the resultant analysis (ex. visualizations, smaller data files). In this talk, we will showcase a few of these workflows, highlighting how Globus Flows can be used for petabyte-scale climate analysis.
Accelerate Enterprise Software Engineering with PlatformlessWSO2
Key takeaways:
Challenges of building platforms and the benefits of platformless.
Key principles of platformless, including API-first, cloud-native middleware, platform engineering, and developer experience.
How Choreo enables the platformless experience.
How key concepts like application architecture, domain-driven design, zero trust, and cell-based architecture are inherently a part of Choreo.
Demo of an end-to-end app built and deployed on Choreo.
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We describe the deployment and use of Globus Compute for remote computation. This content is aimed at researchers who wish to compute on remote resources using a unified programming interface, as well as system administrators who will deploy and operate Globus Compute services on their research computing infrastructure.
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
Data privacy is one of the most critical issues that businesses face. This presentation shares insights on the principles and best practices for ensuring the resilience and security of your workload.
Drawing on a real-life project from the HR industry, the various challenges will be demonstrated: data protection, self-healing, business continuity, security, and transparency of data processing. This systematized approach allowed to create a secure AWS cloud infrastructure that not only met strict compliance rules but also exceeded the client's expectations.
How Recreation Management Software Can Streamline Your Operations.pptxwottaspaceseo
Recreation management software streamlines operations by automating key tasks such as scheduling, registration, and payment processing, reducing manual workload and errors. It provides centralized management of facilities, classes, and events, ensuring efficient resource allocation and facility usage. The software offers user-friendly online portals for easy access to bookings and program information, enhancing customer experience. Real-time reporting and data analytics deliver insights into attendance and preferences, aiding in strategic decision-making. Additionally, effective communication tools keep participants and staff informed with timely updates. Overall, recreation management software enhances efficiency, improves service delivery, and boosts customer satisfaction.
Large Language Models and the End of ProgrammingMatt Welsh
Talk by Matt Welsh at Craft Conference 2024 on the impact that Large Language Models will have on the future of software development. In this talk, I discuss the ways in which LLMs will impact the software industry, from replacing human software developers with AI, to replacing conventional software with models that perform reasoning, computation, and problem-solving.
Why React Native as a Strategic Advantage for Startup Innovation.pdfayushiqss
Do you know that React Native is being increasingly adopted by startups as well as big companies in the mobile app development industry? Big names like Facebook, Instagram, and Pinterest have already integrated this robust open-source framework.
In fact, according to a report by Statista, the number of React Native developers has been steadily increasing over the years, reaching an estimated 1.9 million by the end of 2024. This means that the demand for this framework in the job market has been growing making it a valuable skill.
But what makes React Native so popular for mobile application development? It offers excellent cross-platform capabilities among other benefits. This way, with React Native, developers can write code once and run it on both iOS and Android devices thus saving time and resources leading to shorter development cycles hence faster time-to-market for your app.
Let’s take the example of a startup, which wanted to release their app on both iOS and Android at once. Through the use of React Native they managed to create an app and bring it into the market within a very short period. This helped them gain an advantage over their competitors because they had access to a large user base who were able to generate revenue quickly for them.
Enhancing Research Orchestration Capabilities at ORNL.pdfGlobus
Cross-facility research orchestration comes with ever-changing constraints regarding the availability and suitability of various compute and data resources. In short, a flexible data and processing fabric is needed to enable the dynamic redirection of data and compute tasks throughout the lifecycle of an experiment. In this talk, we illustrate how we easily leveraged Globus services to instrument the ACE research testbed at the Oak Ridge Leadership Computing Facility with flexible data and task orchestration capabilities.
Your Digital Assistant.
Making complex approach simple. Straightforward process saves time. No more waiting to connect with people that matter to you. Safety first is not a cliché - Securely protect information in cloud storage to prevent any third party from accessing data.
Would you rather make your visitors feel burdened by making them wait? Or choose VizMan for a stress-free experience? VizMan is an automated visitor management system that works for any industries not limited to factories, societies, government institutes, and warehouses. A new age contactless way of logging information of visitors, employees, packages, and vehicles. VizMan is a digital logbook so it deters unnecessary use of paper or space since there is no requirement of bundles of registers that is left to collect dust in a corner of a room. Visitor’s essential details, helps in scheduling meetings for visitors and employees, and assists in supervising the attendance of the employees. With VizMan, visitors don’t need to wait for hours in long queues. VizMan handles visitors with the value they deserve because we know time is important to you.
Feasible Features
One Subscription, Four Modules – Admin, Employee, Receptionist, and Gatekeeper ensures confidentiality and prevents data from being manipulated
User Friendly – can be easily used on Android, iOS, and Web Interface
Multiple Accessibility – Log in through any device from any place at any time
One app for all industries – a Visitor Management System that works for any organisation.
Stress-free Sign-up
Visitor is registered and checked-in by the Receptionist
Host gets a notification, where they opt to Approve the meeting
Host notifies the Receptionist of the end of the meeting
Visitor is checked-out by the Receptionist
Host enters notes and remarks of the meeting
Customizable Components
Scheduling Meetings – Host can invite visitors for meetings and also approve, reject and reschedule meetings
Single/Bulk invites – Invitations can be sent individually to a visitor or collectively to many visitors
VIP Visitors – Additional security of data for VIP visitors to avoid misuse of information
Courier Management – Keeps a check on deliveries like commodities being delivered in and out of establishments
Alerts & Notifications – Get notified on SMS, email, and application
Parking Management – Manage availability of parking space
Individual log-in – Every user has their own log-in id
Visitor/Meeting Analytics – Evaluate notes and remarks of the meeting stored in the system
Visitor Management System is a secure and user friendly database manager that records, filters, tracks the visitors to your organization.
"Secure Your Premises with VizMan (VMS) – Get It Now"
Innovating Inference - Remote Triggering of Large Language Models on HPC Clus...Globus
Large Language Models (LLMs) are currently the center of attention in the tech world, particularly for their potential to advance research. In this presentation, we'll explore a straightforward and effective method for quickly initiating inference runs on supercomputers using the vLLM tool with Globus Compute, specifically on the Polaris system at ALCF. We'll begin by briefly discussing the popularity and applications of LLMs in various fields. Following this, we will introduce the vLLM tool, and explain how it integrates with Globus Compute to efficiently manage LLM operations on Polaris. Attendees will learn the practical aspects of setting up and remotely triggering LLMs from local machines, focusing on ease of use and efficiency. This talk is ideal for researchers and practitioners looking to leverage the power of LLMs in their work, offering a clear guide to harnessing supercomputing resources for quick and effective LLM inference.
Listen to the keynote address and hear about the latest developments from Rachana Ananthakrishnan and Ian Foster who review the updates to the Globus Platform and Service, and the relevance of Globus to the scientific community as an automation platform to accelerate scientific discovery.
Advanced Flow Concepts Every Developer Should KnowPeter Caitens
Tim Combridge from Sensible Giraffe and Salesforce Ben presents some important tips that all developers should know when dealing with Flows in Salesforce.
top nidhi software solution freedownloadvrstrong314
This presentation emphasizes the importance of data security and legal compliance for Nidhi companies in India. It highlights how online Nidhi software solutions, like Vector Nidhi Software, offer advanced features tailored to these needs. Key aspects include encryption, access controls, and audit trails to ensure data security. The software complies with regulatory guidelines from the MCA and RBI and adheres to Nidhi Rules, 2014. With customizable, user-friendly interfaces and real-time features, these Nidhi software solutions enhance efficiency, support growth, and provide exceptional member services. The presentation concludes with contact information for further inquiries.
6. QAGILE.PL AGILE TRANSFORMATION 6
AGILE SOFTWARE DEVELOPMENT
MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT
INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
THAT IS, WHILE THERE IS VALUE IN THE ITEMS ON THE RIGHT,
WE VALUE THE ITEMS ON THE LEFT MORE
7. QAGILE.PL AGILE TRANSFORMATION 7
WHAT’S IN IT FOR ME?
“Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
products.”
8. QAGILE.PL AGILE TRANSFORMATION 8
TO BE AGILE?
„ agile (adjective) /ˈæʤəl/
1. Quick and well-coordinated in movement;
• Nimble, able to act quickly yet gracefully;
• Lively, able to think and understand quickly.
2. “An enterprise ability to take advantage of opportunities, respond to
challenges, and to do so while controlling risk.” – Ken Schwaber
3. The mindset expressed through the values and principles of the
Agile Manifesto.
10. QAGILE.PL AGILE TRANSFORMATION 10
AGILE
AGILE MINDSET
Agile Manifesto, Agile Principles
Transparency of progress and all the
information
TRANSPARENCY
Deliver highest possible business value in
limited time and resources
FOCUS ON VALUE
Timebox work and focus on delivery
ON-TIME DELIVERY
Adapt to changes, inspect progress
EMPIRICAL PROCESS
Business and IT team work together daily
COLLABORATION
Develop increments of product every
iteration
INCREMENTS
Business takes ownership of product
development
BUSINESS DRIVEN
Tools and best practices enable high
quality output on all levels
QUALITY EMBEDDED
11. QAGILE.PL AGILE TRANSFORMATION 11
AGILE APPROACH TO PROJECT MANAGEMENT
The Golden Triangle of Management
FIXED
ESTIMATED
SCOPE
COST
QUALITY
TIME
WATERFALL
SCOPE
COST
QUALITY
TIME
AGILE
12. QAGILE.PL AGILE TRANSFORMATION 12
AGILE VS TRADITIONAL
Approach Comparison
12
Waterfall Agile
TIME
TIME TIME
TIME
Visibility
Value Risk
Ability to Change
16. QAGILE.PL AGILE TRANSFORMATION 16
REASONS FOR ADOPTING AGILE
Źródło: The 10th annual State of Agile™ report by VerisonOne
17. QAGILE.PL AGILE TRANSFORMATION 17
BENEFITS OF AGILE TRANSFORMATION
Main benefits reported by companies after Agile Transformation
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ABILITY TO MANAGE CHANGING PRIORITIES 88%
INCREASED TEAM PRODUCTIVITY 83%
BETTER TIME TO MARKET 81%
PROJECT RISK REDUCTION 74%
of respondents said that their
organization has realized success
from agile projects.
SUCCESS OF AGILE
PROJECTS
Source: 11th Annual State of Agile™ Report
98%
18. QAGILE.PL AGILE TRANSFORMATION 18
AGILE IMPACT
What’s IN IT FOR C-LEVEL?
Better software faster, higher quality,
Transparency of real progress
Lower cost of change
Cross-competency in teams
TECHNOLOGY
Higher customer loyalty
Better user satisfaction
Better customer experience
CUSTOMER
Faster reaction to changes, better ROI, better
Time To Market, budget spending control,
regular inspection of scope, budget spending
control, flexibility of scope, competitive
advantage
BUSINESS
Better communication, higher morale, more
productivity, better employer branding, lower
staff turnover
PEOPLE
24. QAGILE.PL AGILE TRANSFORMATION 24
WHEN AND WHY SCRUM?
24
Source: Ralph Stacey, University of Hertfordshire
• Simple
everything is known
• Complicated
more is known than unknown
• Complex
more is unknown than known
• Chaotic
very little is known
26. QAGILE.PL AGILE TRANSFORMATION 26
WHAT DO YOU NEED TO START WITH SCRUM?
1. Clear goals and vision of Product
2. Delegated, empowered Product Owner from business
3. Dedicated, self-organized, cross-functional, co-located
Development Team
4. Experienced Scrum Master co-located with the team
5. Ordered, estimated Product Backlog
6. Definition of Done with IT company standards and quality
embeded
7. Development Environment
27. QAGILE.PL AGILE TRANSFORMATION 27
Scrum
Teams
SCRUM NEEDS ENVIRONMENT
Agile Manifesto, Agile Principles
REMOVING IMPEDIMENTS
FOCUS ON PRODUCTS
RELEASE MANAGEMENT
MANAGEMENT
AGILE HR
OTHER TEAMS
OTHER PLATFORMS
BUDGETING
INFRASTRUCTURE AND
TOOLING
30. QAGILE.PL AGILE TRANSFORMATION 30
AGILE ADOPTION MODELS
1. Evolution vs Revolution
2. Planned vs Empirical
3. All In vs Bi – Modal vs Area Based (Scrum Studio)
4. Hierarchy vs Autonomy
5. Projects vs Products vs Platforms
6. Template vs Tailor Made
31. QAGILE.PL AGILE TRANSFORMATION 31
COMMUNICATE CHANGE
V x D x FS > RC
V – Vision
D – Dissatisfaction of the current state
FS – First Steps
RC – Resistance of Change
34. QAGILE.PL AGILE TRANSFORMATION 34
TOP 5CHALLENGES IN AGILE ADOPTION
63%
47%
45%
43%
41%
COMPANY CULTURE ODDS WITH AGILE VALUES
LACK OF EXPERIENCE WITH AGILE METHODS
LACK OF MANAGEMENT SUPPORT
GENERAL RESISTANCCE TO CHANGE
LACK OF PRODUCT OWNER
35. QAGILE.PL AGILE TRANSFORMATION 35
LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (1/2)
1. Organizations are implicitly optimized to avoid changing the status
quo middle- and first-level manager and “specialist” positions &
power structures.
2. As a corollary to (1), any change initiative will be reduced to
redefining or overloading the new terminology to mean basically
the same as status quo.
3. As a corollary to (1), any change initiative will be derided as
“purist”, “theoretical”, “revolutionary”, "religion", and “needing
pragmatic customization for local concerns” — which deflects from
addressing weaknesses and manager/specialist status quo.
36. QAGILE.PL AGILE TRANSFORMATION 36
LARMAN'S LAWS OF ORGANIZATIONAL BEHAVIOR (2/2)
4. As a corollary to (1), if after changing the change some managers
and single-specialists are still displaced, they become
“coaches/trainers” for the change, frequently reinforcing (2) and
(3).
5. Culture follows structure.
43. QAGILE.PL AGILE TRANSFORMATION 43
Source: Gerald Weinberg, Quality Software Management: Systems Thinking
CONTEXT SWITCHING COST
100
40
20
10
5
0
20
40
60
70
0
20
40
60
80
100
1 2 3 4 5
Percent
Number of Simultaneous Projects
Working Time Available Per Project Loss to Context Switching
44. QAGILE.PL AGILE TRANSFORMATION 44
ORGANIZATION SHIFT
• Focus on Business Value instead of full scope, find MVP
• Empowered & Dedicated Product Owners
• Focus on one product – Start finishing, stop starting
• Self-organizing, stable teams
• Iterative & incremental development
• Agile Contracts with Vendors
• Emerging architecture
• Continuous Integration and Deployment – DevOps
• Servant-leadership style of management – coaching, supporting, removing
impediments
• Measure and improve
• Lean out budgeting
45. QAGILE.PL AGILE TRANSFORMATION 45
MVP OF AGILE TRANSFORMATION
• Strong Business Owner (sponsor preferably)
• Clean vision
• Quick decision making
• Clean backlog
• Scope and budget management focused on value
• Self-organizing team of professionals
• Co-located Team
• 100% assignment to 1 project (product preferably)
• Priority in organization