Indicateurs de performance et SAFe : Quoi, comment et lesquels ? - Agile en S...Agile En Seine
Présenté par Eduardo Alvim, Gladwell Academy
Les métriques et l’agilité sont un sujet controversé, car les entreprises ne savent pas toujours ce qu'il faut mesurer et comment. Ce type de comportement les conduit à garder les mêmes indicateurs standards qu'elles ont utilisées au cours des dernières décennies, ce qui ne reflète pas toujours la nouvelle façon de travailler, encore plus lorsque vous passez à l’agilité à l’échelle.
Au cours de cette session, à travers un partage d’expériences et d'exemples concrets, vous découvrirez comment les entreprises performantes définissent leur tableau de bord à l'aide d’indicateurs significatifs. Vous apprendrez ce qu'il faut mesurer, comment le faire et quelles mesures choisir, compte tenu du contexte dans lequel vous vous trouvez.
Eduardo Alvim, SPCT, Senior Trainer and Consultant, Agile Globetrotter, Gladwell Academy
Eduardo est le premier et (jusqu’à présent) le seul SPCT certifié parlant espagnol et portugais au monde. Il dispense également des formations en anglais et en français. Avant de devenir SPCT, Eduardo a acquis une vaste expérience professionnelle dans les domaines du développement de logiciels, de l’informatique et de la gestion d’équipe. Eduardo a mis en œuvre des méthodes de travail Agile dans des secteurs aussi divers que l’aviation, la santé, l’industrie pharmaceutique, la banque et l’assurance, les médias et l’informatique. Il a ainsi acquis une connaissance pratique approfondie de la nécessité des méthodes de travail agiles et des exemples concrets des avantages de la mise en œuvre de SAFe. Eduardo est convaincu qu’il faut étendre les processus de transformation à l’ensemble de l’entreprise pour rester à l’avant-garde de notre économie post-numérique. En tant que SPCT, il met l’accent sur les approches stratégiques, les objectifs et résultats commerciaux mesurables et un objectif clair. Il est titulaire des certifications CSM, PSMI, PSMII, CSPO, CSP-SM, CSP-PO, SA, SPC, RTE, LPM et autres. La motivation d’Eduardo en tant que coach est de fournir aux organisations le bon cadre pour s’améliorer structurellement et de donner aux individus les outils pour s’épanouir dans leurs rôles respectifs, raison pour laquelle il intervient comme speaker dans les événements les plus prestigieux autour de l’agilité dans le monde entier.
Agile is an ideal organizational model to manage complex domains, but it does question many structural and cultural assumptions found in a traditional management culture. This presentation shows how transforming a large enterprise towards Agile requires not only a shift in methodology but also a shift in beliefs. We examine the limits of implementing Agile into a traditional enterprise and explore some transformational approaches that address these limits.
[FR] How did Amadeus build a LACE to support a global SAFe transformation for...Agile En Seine
Présenté en français par Sandra Bellong, Amadeus et Olivier Lafontan, leanpizza.com
For the last decade, Amadeus has experimented and learnt on how to deploy agility and more recently about how to deploy SAFe at the company level.
Converging Lean and Agile specialists in a single Agile Release Train and now in a line organization by creating a Lean-Agile Centre of Excellence reporting to both CTO and Human Resources, Amadeus is sharing in this presentation their way of driving Agility and SAFe deployment as well as their lessons learnt to get there.
Sandra Bellong will share the approach to build the LACE, its organization, the processes and tools, and Olivier Lafontan will share his return on experience as one of the LACE coaches and as an experienced external SAFe consultant, sharing concrete examples of tips and challenges.
[FR] Scaling agility in a hypergrowth context : Do It YourSAFe (REX ManoMano)...Agile En Seine
Présenté en français par Nicolas Martin et Fatima Katafer de ManoMano
Manomano est le site web spécialisé en bricolage qui vous a sauvé quand vous étiez confiné, seul face à votre douche bouchée ou votre jardin transformé en jungle.En quelques années nous sommes passés de 3 salariés à plus de 800 aujourd’hui et prévoyons de doubler nos effectifs l'année prochaine.
Une telle croissance sur plusieurs années, entraîne de très nombreux changements en très peu de temps et nécessite de revoir les schémas organisationnels pour garder le cap de la performance.
Dans ce contexte d’évolution rapide, quel modèle adopter pour répondre au mieux aux enjeux stratégiques, culturels et de gouvernance des startups en hyper croissance ?
Comment insuffler le changement à grande échelle sans trahir l’ADN de l’entreprise ?Pour faire face à cette hyper croissance et à la nécessité de constamment s'adapter, ManoMano ambitionne de créer un nouveau modèle d'organisation agile des équipes.
Et il a déjà un nom.... MACS: ManoMano Advanced Collaboration System !
Pour en savoir plus rendez-vous le 22 septembre.
Pendant cette session nous partagerons avec vous le cheminement organisationnel de ManoMano de ses débuts à aujourd’hui :
les différents modèles testés et adaptés au contexte de l’entreprise.
les apprentissages que nous avons fait et le concept ShuHaRi comme principe directeur
Jusqu’au lancement de six trains en même temps et la création récemment de notre propre modèle organisationnel « MACS » inspiré par des patterns SAFe et nos valeurs cœurs : audace, ingéniosité et bienveillance.
Indicateurs de performance et SAFe : Quoi, comment et lesquels ? - Agile en S...Agile En Seine
Présenté par Eduardo Alvim, Gladwell Academy
Les métriques et l’agilité sont un sujet controversé, car les entreprises ne savent pas toujours ce qu'il faut mesurer et comment. Ce type de comportement les conduit à garder les mêmes indicateurs standards qu'elles ont utilisées au cours des dernières décennies, ce qui ne reflète pas toujours la nouvelle façon de travailler, encore plus lorsque vous passez à l’agilité à l’échelle.
Au cours de cette session, à travers un partage d’expériences et d'exemples concrets, vous découvrirez comment les entreprises performantes définissent leur tableau de bord à l'aide d’indicateurs significatifs. Vous apprendrez ce qu'il faut mesurer, comment le faire et quelles mesures choisir, compte tenu du contexte dans lequel vous vous trouvez.
Eduardo Alvim, SPCT, Senior Trainer and Consultant, Agile Globetrotter, Gladwell Academy
Eduardo est le premier et (jusqu’à présent) le seul SPCT certifié parlant espagnol et portugais au monde. Il dispense également des formations en anglais et en français. Avant de devenir SPCT, Eduardo a acquis une vaste expérience professionnelle dans les domaines du développement de logiciels, de l’informatique et de la gestion d’équipe. Eduardo a mis en œuvre des méthodes de travail Agile dans des secteurs aussi divers que l’aviation, la santé, l’industrie pharmaceutique, la banque et l’assurance, les médias et l’informatique. Il a ainsi acquis une connaissance pratique approfondie de la nécessité des méthodes de travail agiles et des exemples concrets des avantages de la mise en œuvre de SAFe. Eduardo est convaincu qu’il faut étendre les processus de transformation à l’ensemble de l’entreprise pour rester à l’avant-garde de notre économie post-numérique. En tant que SPCT, il met l’accent sur les approches stratégiques, les objectifs et résultats commerciaux mesurables et un objectif clair. Il est titulaire des certifications CSM, PSMI, PSMII, CSPO, CSP-SM, CSP-PO, SA, SPC, RTE, LPM et autres. La motivation d’Eduardo en tant que coach est de fournir aux organisations le bon cadre pour s’améliorer structurellement et de donner aux individus les outils pour s’épanouir dans leurs rôles respectifs, raison pour laquelle il intervient comme speaker dans les événements les plus prestigieux autour de l’agilité dans le monde entier.
Agile is an ideal organizational model to manage complex domains, but it does question many structural and cultural assumptions found in a traditional management culture. This presentation shows how transforming a large enterprise towards Agile requires not only a shift in methodology but also a shift in beliefs. We examine the limits of implementing Agile into a traditional enterprise and explore some transformational approaches that address these limits.
[FR] How did Amadeus build a LACE to support a global SAFe transformation for...Agile En Seine
Présenté en français par Sandra Bellong, Amadeus et Olivier Lafontan, leanpizza.com
For the last decade, Amadeus has experimented and learnt on how to deploy agility and more recently about how to deploy SAFe at the company level.
Converging Lean and Agile specialists in a single Agile Release Train and now in a line organization by creating a Lean-Agile Centre of Excellence reporting to both CTO and Human Resources, Amadeus is sharing in this presentation their way of driving Agility and SAFe deployment as well as their lessons learnt to get there.
Sandra Bellong will share the approach to build the LACE, its organization, the processes and tools, and Olivier Lafontan will share his return on experience as one of the LACE coaches and as an experienced external SAFe consultant, sharing concrete examples of tips and challenges.
[FR] Scaling agility in a hypergrowth context : Do It YourSAFe (REX ManoMano)...Agile En Seine
Présenté en français par Nicolas Martin et Fatima Katafer de ManoMano
Manomano est le site web spécialisé en bricolage qui vous a sauvé quand vous étiez confiné, seul face à votre douche bouchée ou votre jardin transformé en jungle.En quelques années nous sommes passés de 3 salariés à plus de 800 aujourd’hui et prévoyons de doubler nos effectifs l'année prochaine.
Une telle croissance sur plusieurs années, entraîne de très nombreux changements en très peu de temps et nécessite de revoir les schémas organisationnels pour garder le cap de la performance.
Dans ce contexte d’évolution rapide, quel modèle adopter pour répondre au mieux aux enjeux stratégiques, culturels et de gouvernance des startups en hyper croissance ?
Comment insuffler le changement à grande échelle sans trahir l’ADN de l’entreprise ?Pour faire face à cette hyper croissance et à la nécessité de constamment s'adapter, ManoMano ambitionne de créer un nouveau modèle d'organisation agile des équipes.
Et il a déjà un nom.... MACS: ManoMano Advanced Collaboration System !
Pour en savoir plus rendez-vous le 22 septembre.
Pendant cette session nous partagerons avec vous le cheminement organisationnel de ManoMano de ses débuts à aujourd’hui :
les différents modèles testés et adaptés au contexte de l’entreprise.
les apprentissages que nous avons fait et le concept ShuHaRi comme principe directeur
Jusqu’au lancement de six trains en même temps et la création récemment de notre propre modèle organisationnel « MACS » inspiré par des patterns SAFe et nos valeurs cœurs : audace, ingéniosité et bienveillance.
Understand in practice how to prioritize portfolios, projects and products wi...Agile Montréal
Present Agile Upstream Framework structure
How does the approach to structure a Agile Upstream process to select, prioritize and put away initiatives.
What is a Agile Upstream, what are its benefits and what are the differences to other approaches
Present negative and positive results to implement a prioritization process through Agile Uptream Framework with Real Cases
What are the first steps to get started
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.
YouTube Link: https://youtu.be/3s2S-SNFCo4
** Edureka Certification Training: https://www.edureka.co **
This Edureka PPT on "Scaled Agile Framework" will help you understand how the scaled agile framework is used to scale agile practices and principles for large, complex and mission-critical projects. The topics discussed in this course are listed below:
Challenges of scaling agile
What is the Scaled Agile Framework (SAFe)?
Levels of Scaled Agile Framework
Configurations of SAFe
Advantages and Disadvantages of SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Transformer votre gestion de portefeuille pour une entreprise Lean à l'aide d...Agile Montréal
Plusieurs organisations ont commencé à transformer leurs programmes et leurs équipes en mode agile, mais continuent toutefois à gérer leurs portefeuilles en mode traditionnel ou hybride, ce qui ralentit considérablement la transformation et la rend plus complexe et moins productive.
La transformation Lean Agile est basée sur la pensée système ‘system thinking’. La gestion Lean Agile de portefeuille est une composante maîtresse pour réussir cette transformation.
Après avoir clarifier le concept, les défis et les changements introduits par la gestion de portefeuille Lean Agile, selon SAFe,
Je partage avec vous mes trois années d'expérience dans la mise en œuvre de SAFe au niveau de la gestion de portefeuille.
Je vous présente les compétences nécessaires pour réussir cette transition à savoir :
* État d'esprit Lean Agile
* Gestion de Flux de valeur de bout en bout
* Les rôles et le mode collaboratif
* La Gouvernance, la cadence et les évènements de synchronisation
* Bâtir une culture de changement par une gestion de changement itérative
Ali Bentaleb
Disciplined Agile an enabler for Business Agility Saurabh Parikh
ProThoughts introducing a webinar by an industry veteran in Project Management Mr. Saurabh Parikh, on "Introduction to Discipline agile".
This Presentation focuses on a core aspect disciplined agile in the form of process decision toolkit.
The Disciplined Agile (DA) process-decision toolkit provides straightforward guidance to help people, teams, and organizations streamline their processes in a context-sensitive manner, providing a solid foundation for business agility.
Courtesy: Disciplinedagileconsortium.org and pmi.org/disciplined-agile
La empresa como organismo vivo. Habilitemos la agilidad empresarial (Business...David Alejano Hernández
Somos capaces de comprender a ese organismo vivo lo suficientemente como para que las medidas que se adopten evolución su agilidad empresarial y redunden en crecimiento y cambio productivos
La loi de Little et le Throughput Accounting - La convergence de la scienceAgile Montréal
La loi de Little est bien connue des agilistes. Mais il y a cette troisième variables qui nous échappent - le Throughput.
Tous sont capables de faire de lien de causalité entre le WIP et le Lead Time. Mais il y a des subtilités qui échappent à plusieurs et que la Théorie des Contraintes nuance.
La loi de Little fait abstraction de la capacité du système. Donc, peu importe, le gain en Lead Time - suite à une réduction du WIP - est toujours associé à une réduction du Touch Time, ce qui est faux.
Si la contrainte de votre système n'est pas 'saturée', vous n'améliorer que le Wait Time. Evidemment le résultat sur le Lead Time vous sera transparent, mais il y a des conséquences énormes.
Nous ferons le lien de ces subtilités avec le Throughput Accounting et la Théorie des Constraintes, qui rappelons-nous - étaient les fondations de la méthode Kanban.
Depuis plus de 10 ans, la méthode Kanban a relégué aux oubliettes la science de la Théorie des contraintes. TameFlow Kanban, non!
Daniel Doiron
Removing the Friction Between Project and Portfolio Management and AgileCA Technologies
Portfolio management is where strategy meets execution, taking organizations from an aspirational strategy to realistic delivery while managing investments and work. For organizations with agile teams, there can be friction between the investment governance of their project portfolio and the adoption of Agile practices, stifling their ability to innovate. This session will examine the issues involved and discuss how connecting PPM and agile via CA PPM and CA Agile Central can alleviate this friction and empower organizations to innovate, prioritize investments and deliver rapidly.
For more information, please visit http://cainc.to/Nv2VOe
Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)Martin Burns
It is not enough to want adaptive delivery; you need to know what to do.
Traditional Agile Delivery does not map the territory of Scale well. We need a better map.
The Government of New Brunswick Enterprise Architecture Vision (2013)Tamim Rahman
A more detailed document that describes the priorities of the GNB EA Roadmap which was shared with the public in a Symposium on September 25th. For a better viewing experience, this document can be downloaded as a PDF; click on "save". For a summary of this event, please see http://www.qrs3e.com/gnb_ocio_togaf/
Understand in practice how to prioritize portfolios, projects and products wi...Agile Montréal
Present Agile Upstream Framework structure
How does the approach to structure a Agile Upstream process to select, prioritize and put away initiatives.
What is a Agile Upstream, what are its benefits and what are the differences to other approaches
Present negative and positive results to implement a prioritization process through Agile Uptream Framework with Real Cases
What are the first steps to get started
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.
YouTube Link: https://youtu.be/3s2S-SNFCo4
** Edureka Certification Training: https://www.edureka.co **
This Edureka PPT on "Scaled Agile Framework" will help you understand how the scaled agile framework is used to scale agile practices and principles for large, complex and mission-critical projects. The topics discussed in this course are listed below:
Challenges of scaling agile
What is the Scaled Agile Framework (SAFe)?
Levels of Scaled Agile Framework
Configurations of SAFe
Advantages and Disadvantages of SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Transformer votre gestion de portefeuille pour une entreprise Lean à l'aide d...Agile Montréal
Plusieurs organisations ont commencé à transformer leurs programmes et leurs équipes en mode agile, mais continuent toutefois à gérer leurs portefeuilles en mode traditionnel ou hybride, ce qui ralentit considérablement la transformation et la rend plus complexe et moins productive.
La transformation Lean Agile est basée sur la pensée système ‘system thinking’. La gestion Lean Agile de portefeuille est une composante maîtresse pour réussir cette transformation.
Après avoir clarifier le concept, les défis et les changements introduits par la gestion de portefeuille Lean Agile, selon SAFe,
Je partage avec vous mes trois années d'expérience dans la mise en œuvre de SAFe au niveau de la gestion de portefeuille.
Je vous présente les compétences nécessaires pour réussir cette transition à savoir :
* État d'esprit Lean Agile
* Gestion de Flux de valeur de bout en bout
* Les rôles et le mode collaboratif
* La Gouvernance, la cadence et les évènements de synchronisation
* Bâtir une culture de changement par une gestion de changement itérative
Ali Bentaleb
Disciplined Agile an enabler for Business Agility Saurabh Parikh
ProThoughts introducing a webinar by an industry veteran in Project Management Mr. Saurabh Parikh, on "Introduction to Discipline agile".
This Presentation focuses on a core aspect disciplined agile in the form of process decision toolkit.
The Disciplined Agile (DA) process-decision toolkit provides straightforward guidance to help people, teams, and organizations streamline their processes in a context-sensitive manner, providing a solid foundation for business agility.
Courtesy: Disciplinedagileconsortium.org and pmi.org/disciplined-agile
La empresa como organismo vivo. Habilitemos la agilidad empresarial (Business...David Alejano Hernández
Somos capaces de comprender a ese organismo vivo lo suficientemente como para que las medidas que se adopten evolución su agilidad empresarial y redunden en crecimiento y cambio productivos
La loi de Little et le Throughput Accounting - La convergence de la scienceAgile Montréal
La loi de Little est bien connue des agilistes. Mais il y a cette troisième variables qui nous échappent - le Throughput.
Tous sont capables de faire de lien de causalité entre le WIP et le Lead Time. Mais il y a des subtilités qui échappent à plusieurs et que la Théorie des Contraintes nuance.
La loi de Little fait abstraction de la capacité du système. Donc, peu importe, le gain en Lead Time - suite à une réduction du WIP - est toujours associé à une réduction du Touch Time, ce qui est faux.
Si la contrainte de votre système n'est pas 'saturée', vous n'améliorer que le Wait Time. Evidemment le résultat sur le Lead Time vous sera transparent, mais il y a des conséquences énormes.
Nous ferons le lien de ces subtilités avec le Throughput Accounting et la Théorie des Constraintes, qui rappelons-nous - étaient les fondations de la méthode Kanban.
Depuis plus de 10 ans, la méthode Kanban a relégué aux oubliettes la science de la Théorie des contraintes. TameFlow Kanban, non!
Daniel Doiron
Removing the Friction Between Project and Portfolio Management and AgileCA Technologies
Portfolio management is where strategy meets execution, taking organizations from an aspirational strategy to realistic delivery while managing investments and work. For organizations with agile teams, there can be friction between the investment governance of their project portfolio and the adoption of Agile practices, stifling their ability to innovate. This session will examine the issues involved and discuss how connecting PPM and agile via CA PPM and CA Agile Central can alleviate this friction and empower organizations to innovate, prioritize investments and deliver rapidly.
For more information, please visit http://cainc.to/Nv2VOe
Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)Martin Burns
It is not enough to want adaptive delivery; you need to know what to do.
Traditional Agile Delivery does not map the territory of Scale well. We need a better map.
The Government of New Brunswick Enterprise Architecture Vision (2013)Tamim Rahman
A more detailed document that describes the priorities of the GNB EA Roadmap which was shared with the public in a Symposium on September 25th. For a better viewing experience, this document can be downloaded as a PDF; click on "save". For a summary of this event, please see http://www.qrs3e.com/gnb_ocio_togaf/
Strategy Deployment: the Secret Sauce for Enterprise AgilityKarl Scotland
For large enterprises, the ability to deliver value early and often is necessary, but not sufficient. Without clear and transparent alignment to a strategy, the organisation might still end up being very busy, getting better at delivering more and more of the wrong thing, and not achieving any positive results. This is hard, because knowing what the right strategy should be can also be a challenge in today's complex world.
Strategy Deployment is a technique which engages the whole organisation in working together to deliver the right thing, by treating strategy as a hypothesis which is deployed to teams. Teams then run experiments and create feedback which can be used to assess how well the strategy is working.
This talk will introduce the basic concepts of Strategy Deployment, showing how it can be used to move away from an arbitrary or analytical decreeing of solutions to teams down an organisation, towards a disciplined collaboration between teams across an organisation, designing and evolving their work, knowing how is correlates to strategy, how it contributes to improvements, and what results those improvements should lead to.
A presentation of Agile for a group of Project Managers. Key point of discussion were why Agile, the Scrum framework, values and the transition/role of the traditional Project Manager in an Agile setup.
Every quarter, Health 2.0 releases a summary set of data that explains where industry funding is going, which product segments are growing fastest, and where new company formation is happening. Health 2.0’s precision and clarity when it comes to market segmentation and product information make this quarterly release the cream of the freebie crop.
Introduction à la Gestion du portefeuille agile avec le cadre Scaled Agile Framework. Aperçu des concepts de Cost of Delay, WSJF et identification des quatre paradoxes de la gestion du portefeuille classique.
Discovering What Good Looks Like with Clean Language, Agendashift and CynefinKarl Scotland
Clean Language is a model for coaching conversations. Agendashift is a values-based change management approach that seeks to make the agenda for change explicit. Cynefin is a systems model which describes different domains such that appropriate action can be taken.
Together these tools can be combined to identify outcomes for change and choose appropriate change strategies.
This practical workshop will show you how, by using Clean Language and Agendashift prompts within a Cynefin Four Points Contextualisation exercise.
This deck will highlight 5 key considerations that can prevent poor IT project outcomes. We start projects with the best of intentions but starting too soon without understanding the content covered in this deck will cause uncertainty and impact delivery quality.
The A3 Agile Business: An Agile Alignment ApproachKarl Scotland
As scale and distribution set in at organisations that have strong growth, spreading the lean and agile culture becomes even more important to keep teams aligned and motivated. At Rally, we have fallen in love with A3 Thinking and templates to address this challenge. We do new hire bootcamps, employee trainings and walk the talk, but A3’s seem to be the most effective tool for helping us spread lean thinking and empower teams to share their problems and strategies. This talk will tell our story, challenge the audience and provide some education on these powerful tools for enabling teams to collaborate, steer and take action.
Adopting A Whole Team Approach To QualityBen Carey
A presentation give at Agile Carolinas on some things that I think are needed to build quality software.
The content of the presentation is in the presenter notes.
Capco-Baruch team: Mauro Confalone, Ling Gu, Jin Kong, Ran Liu
New mobile, new payments. The latest wave of mobile, cloud and biometric technologies deserve an equally innovative payment solution. Welcome to the virtual credit card portfolio, based on the latest fingerprint recognition technology for consumer devices.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
Straight talk on an essential element in your risk mitigation and your organizations success
This three part story will show how building a Digital Product Master (DPM) mitigates unfunded liability risks and enables organizations to move fast, adapt quickly, and improve the top line revenue.
It will answer a number of questions...
Why should we begin building a DPM?
Why is it important for B2B SaaS firms and connected IoT product owners?
What is a Digital Product Master / what is it NOT?
Who is accountable for defining their firm’s DPM strategy?
What are unfunded liabilities and risks in the current age?
Where are we headed that make DPMs to crucial?
Each of the three parts are inspired by real life stories. The stories help frame the lessons learned that are the rationale for Building a Digital Product Master for your organization.
Part 1 of 3: Prevailing in the Age of Acceleration
Unfunded Liabilities - Technical Debt, Change Shocks,Capital Efficiency
Part 2 of 3: Meet a Digital Product Master
Business Enterprise Architecture Right-Sized for your Protection
Part 3 of 3: A Case to Study
Digital Roadmap for Teams, Tools, and Flows with four framework models
The Way Forward: A Scaled Agile ExperienceDavid Hanson
This presentation outlines how our organization scaled Agile to meet the needs of a multi-million dollar multi-year program to create a common platform for portfolio management. Our “small-scale” scaled Agile implementation most closely resembles a blend of LeSS (small in scope) and Scrum@Scale (scaled roles, events, artifacts). The scaled implementation, initiated in 2014, has been largely successful, but not without some compromise, and continues today with remaining opportunities for improvement. Presented at Agile Boston on 13 May 2020.
Data Governance in an Agile SCRUM Lean MVP WorldDATAVERSITY
Most of us learned data modeling via a waterfall-driven methodology lens. Yet Agile and other modern development methods have for the most part assumed that data governance is an anti-pattern to just getting things (software) done. Well look at questions such as:
•Are Agile and Data Governance Enemies?
•How can we get stuff done AND get systems delivered?
•And what do we do about existing systems delivered without data governance attention?
We'll also look at how data modeling fits in the answers to these questions.
Integration Of UX Practices And Agile MethodologyAdvance Agility
UX stands for User Experience which is a concept in design that is used by the design teams to create products that are relevant and user for the end customers. UX is an essential part of the process of product making as it focuses at customer satisfaction. This is also important as a positive user experience results in customer retention and also publicity for prospective clients for the brands. It is the responsibility of a UX designer to identify customer requirements through coordination. UX designers aim to make everyday products, technologies or services accessible, simple and user-friendly. The UX design process requires thoughtful planning, in-depth discussions and true feedback.
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
2019 Accelerate State of DevOps Survey Results Are InDevOps.com
The 2019 Accelerate State of DevOps Report continues to show that software delivery and operational (SDO) performance drives organizational performance. The data also supports analyst reports that the industry is crossing the chasm: this year, there were almost 3x the proportion of elite performers compared to last year, with low performers shrinking slightly. This was driven by cloud adoption and execution on the key capabilities that drive performance.
First debrief of the Outcomes of the Owasp Summit 2017 (with keynote slides and photos)
Full details at https://owaspsummit.org/
Outcomes at https://owaspsummit.org/Outcomes/
From Surviving to Thriving - Leveraging People, Process and Systems to Achiev...Steelwedge
- Hear the S&OP success story of Contech Engineered Solutions, a leading national civil engineering solutions provider. Contech has achieved significant growth with an agile S&OP process and platform
- Discover how the Contech team collaborates through S&OP technology and processes to achieve a holistic view of demand, supply and inventory, and drive better decision-making—all of which has led to a 40% decrease in inventory and a 10% improvement in on-time customer service
- Learn about the sales and operations planning (S&OP) challenges most companies face and how to overcome them to drive lasting and extensive value
Présentée lors de l'Agile en Seine en septembre 2021voici une introduction "De la gestion de Portefeuille Lean et à la gestion des flux de valeur avec le Flow Framework". Vous y trouverez aussi un court retour d'expérience de notre accompagnement de transformation SAFe chez Cascade en 2020.
Dans cette conférence, nous allons présenter les grandes étapes de la transformation SAFe chez Cascades qui a impliqué plus de 200 personnes. Nous allons parcourir les étapes de la feuille de route d'implémentation SAFe et démontrer l'importance de déployer une approche systémique et structurée afin de réussir votre transformation lean-agile.
La gestion du changement participative - Sociocratie et Lean Change MethodEtienne Laverdière
Quel est le rôle du management dans une transformation agile? Comment peut-on engager une transformation agile décentralisée, tout en maintenant la cohérence des objectifs et des actions ? Dans cette présentation, nous ferons état des défis propres aux transformations agiles dans les grandes organisations. Nous vous présenterons les grands principes de conduite du changement basés sur la Sociocratie et le Lean Change Method. À l'issue de cette présentation, vous aurez un aperçu pratique d'un modèle de transformation agile permettant à la fois d'expérimenter, de viraliser et de gouverner le changement au sein de votre entreprise.
REX sur une implantation SAFe - La complexité en TI et l'agilité d'entrepriseEtienne Laverdière
Dans cette présentation, nous verrons comment l’agilité d’entreprise répond à la complexité propre aux projets TI d’entreprise. Nous ferons un comparatif des modèles d’agilité d’entreprise, puis un retour d’expérience sur une implémentation SAFe dans le milieu bancaire européen.
Dans cette présentation, nous verrons comment l'agilité de "première génération" a permis de gérer la complexité au niveau des équipes projet. Nous verrons comment l'agilité d'entreprise, notamment SAFe, permet de gérer la complexité au niveau des projets d'entreprise.
Nous montrerons en quoi la transition agile en grande entreprise implique une transformation culturelle de l’organisation. Nous verrons que l'agile est un mode organisationnel idéal pour gérer les domaines complexes, mais qu'il remet en cause plusieurs acquis structurels des organisations traditionnelles.
Pour étayer notre thèse, nous proposerons un aperçu de la théorie du développement émergeant des organisations de Clare W. Graves, connue sous le nom de la Spirale Dynamique et des recherches de Dave Snowden sur les domaines de savoir.
Les 4 "Big Shifts": Client, Offre, Mission de l'IT, Production de valeur. Qu'est-ce que l'agile, qu'est-ce que la digitalisation? Comment les technologies de l'information (IT) jouent-elles un rôles dans la transformation des paradigmes de l'offre et de la demande?
Nous montrerons en quoi la transition agile en grande entreprise implique une transformation culturelle de l’organisation. Nous verrons que l'agile est un mode organisationnel idéal pour gérer les domaines complexes, mais qu'il remet en cause plusieurs acquis structurels des organisations traditionnelles.
English version here: http://goo.gl/57ZDYG
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
1. #SAFeDT
Agility to manage IT Complexity
Etienne Laverdière, SPC4, DA, CSP
Agile Coach, Digital Tango Ltd.
www.digitaltango.ca@2016 DigitalTango
2. #SAFeDT
Agile Coach (2013 --)
• ING Bank (Paris)
• Banque Populaire (Nantes, Paris)
• Intact Insurance (Montreal, Toronto)
Agile Project Manager (2009 - 2012)
• National Bank of Canada (Montreal)
• SFR (Paris)
Team lead, development, architecture
(1998 - 2008)
• Société Générale (Paris)
• Desjardins Securities (Montreal)
• Compuware
• BCE Emergis
• Bell Actimedia
2
ETIENNE LAVERDIÈRE
SPC4, DA, CSM, CSP,
ICP-ACC, ICP-ATF,
PMP, PMI-ACP
@elaverdi
Digital Tango Ltd.
www.digitaltango.ca
info@digitaltango.ca
2
3. #SAFeDT
IT Complexity
Common understanding of Agility in IT:
Our agenda:
• What is IT Complexity?
• How Agility manages complex domain?
• How can we scale Agility to IT and to the
whole Enterprise ?
3
[We] identified a new primary challenge:
complexity. Today’s complexity is only
expected to rise, and more than half of CEOs
doubt their ability to manage it.
2010, IBM Capitalizing on Complexity
« Agility is only for small projects,
not for big ones… »
5. #SAFeDT
Strategic Importance, Political
Implications, Stakeholders
Level of Change
Risks, Dependencies, and
External Constraints
Level of IT
Complexity
Urgency and Flexibility
Size / Time / Cost Clarity of Problem
IT Project Complexity
5
Katheen Hass, Project Complexity Model, 2013
Harvard Business Review, Smart Rules: Six Ways to Get People to Solve Problems Without You, 2011
6. #SAFeDT
Strategic Importance, Political
Implications, Stakeholders
Level of Change
Risks, Dependencies, and
External Constraints
Level of IT
Complexity
Urgency and Flexibility
Size / Time / Cost Clarity of Problem
IT Project Complexity
6
Katheen Hass, Project Complexity Model, 2013
Harvard Business Review, Smart Rules: Six Ways to Get People to Solve Problems Without You, 2011
Enterprise “complicatedness” increased by 6.7%
a year, on average, over the past five decades.
7. #SAFeDT
Knowledge Gap
• What are the objectives? What
does the client really wants /
needs?
Alignment Gap
• How to align team’s actions?
Control on Outcomes Gap
• How to be sure that team’s
actions are generating the
wanted result.
7
Knowledge
Alignment
Control on
Outcomes
2010, Stephen Bungay, The Art of Action
Complexity impact on IT Projects
9. #SAFeDT
Pmbok: Planning, Execution
Plan, Task-driven
Detail
Complication
More Locks
Pmbok: Planning
Analysis
Architecture
Fixed-price contract
Penalties
Knowledge
Alignment
Control on
Outcomes
9
Pmbok: Monitoring&Control
Reports
KPI
Sign-off, status
Traditional Complexity Management
10. #SAFeDT
Agile Complexity Management
10
Knowledge
Alignment
Control on
Outcomes
Internal Discipline
Autonomy, Innovation
Empowerment
Collaboration, Creation
More Adaptation
Impact & goals, Value driven
Cadence & Synchronization,
Principles & Simplification
Contextualized Vision
More Flow
Focus on what we know (empirism)
Speed and frequency
Strategic vision
Sprint review
Team Retrospective
11. #SAFeDT
① You build it, you run it.
② All teams will expose their data and functionality through service interfaces. Teams
must communicate with each other through these interfaces.
③ There will be no other form of interprocess communication allowed (no direct
linking, no shared-memory model, no back-doors whatsoever).
④ It doesn't matter what technology they use.
⑤ All service interfaces, without exception, must be designed from the ground up to
be externalizable. That is to say, the team must plan and design to be able to
expose the interface to developers in the outside world. No exceptions.
⑥ Anyone who doesn't do this will be fired. Thank you; have a nice day
Enterprise Architecture Principles defined by
Amazon CEO Jeff Bezos (2002) :
11
Using Principles as Alignment Enabler
12. #SAFeDT
① You build it, you run it.
② All teams will expose their data and functionality through service interfaces. Teams
must communicate with each other through these interfaces.
③ There will be no other form of interprocess communication allowed (no direct
linking, no shared-memory model, no back-doors whatsoever).
④ It doesn't matter what technology they use.
⑤ All service interfaces, without exception, must be designed from the ground up to
be externalizable. That is to say, the team must plan and design to be able to
expose the interface to developers in the outside world. No exceptions.
⑥ Anyone who doesn't do this will be fired. Thank you; have a nice day
Enterprise Architecture Principles defined by
Amazon CEO Jeff Bezos (2002) :
12
Using Principles as Alignment Enabler
13. #SAFeDT
AlignmentKnowledge
Control on
Outcomes
Responding to change over
following a plan
Individuals and interactions over
processes and tools
Working software over
comprehensive documentation
Customer collaboration over
contract negotiation
13
That is, while there is value in the items on the right,
we value the items on the left more.
A
C
K
A
A
14. #SAFeDT
(6) face-to-face conversation
(7) Working software is the
primary measure of progress
(8) Agile processes promote
sustainable development
(9) Continuous attention to technical
excellence and good design enhances agility
(10) Simplicity--the art of maximizing
the amount of work not done--is
essential
(11) The best architectures, requirements, and
designs emerge from self-organizing teams.
(12) At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.
(2) Welcome changing requirements
(4) Business people and developers must work
together daily throughout the project
(5) Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
(1) satisfy the customer through early and
continuous delivery of valuable software
(3) Deliver working software frequently, from a
couple of weeks to a couple of months
14
Conway, 1968, « Organizations which design systems are constrained to produce designs which are
copies of the communication structures of these organizations. »
PRODUCT
TEAM
AlignmentKnowledge
Control on
Outcomes
15. #SAFeDT 15
* Katheen Haas, Project Complexity Model, 2013
Traditional Roles Scrum Roles
Project Manager: Focus on Project
Management. Tasks, execution, completion,
Dependencies, Plan.
Scrum Master : Focus on team complexity,
Empowerment, Predictability, Mastery, Discipline and
autonomy.
Business Analyst: Focus on requirements,
Details, Exhaustiveness, Sign-Off, Validation.
Product Owner : Focus on Product Complexity,
Solution Intent, Strategy, Innovation and Value.
Gap Traditional Methodology Agile Approach
Knowledge Exhautivity & predictability Focus, Empirical knowledge & Iterative process
Alignment Plan conformity Adapt plan to change
Alignment Top-down solution The solution is an emergent process
Alignment Fixed-organization, like a machine
processing information
Learning organization, the team structure is
also emergent
Control Execution and control are task-based Execution and control are value-based
Control External control Team Internal control
*
Traditional vs Agile
17. #SAFeDT
Enterprise Agility
17
Focus on Product
complexity
Focus on Product and
Team complexity
Enterprise Agility includes
enteprise concerns like Portfolio
management, Governance,
Enterprise Architecture and Team
Alignment.
18. #SAFeDT
Enterprise Agility challenges
18
How to keep team agility in a large
structure?
Which enterprise agility framework
should we adopt?
How to change the development process
and framework while respecting
organizational culture?
Scrum relies on self-commitment, self-organization, and
emergence rather than authoritarian measures.
—Ken Schwaber
19. #SAFeDT 19
Some reason to move
toward an Agile@Scale
Framework
• Number of team and
dependencies
• Coupled architecture
• Portfolio management
• Traditional – Agile
interface hard to manage
• Stakeholders management
• Get out of the
WaterScrumFall model
• Start an enterprise agile
roadmap
Agile Scaling Knowledge base: http://www.agilescaling.org/ask-matrix.html
SoS
2001
LeSS
2013
Spotify
2012
Nexus
2015
Scrum
At Scale
2014
Low, Prescriptive High, Emergeant
Flexibility
Coverage
teamsProgramPortfolio/Enterprise
DAD
2012
SAFe
2012
Low
Adoption
High
Medium
Agile @ Scale Offering
20. #SAFeDT
Put brutally SAFe seemed to be PRINCE II camouflaged in
Agile language. SCRUM as an approach was emasculated
in a small box to the bottom right of a hugely
overcomplicated linear model. (…) SAFe is not only a
betrayal of the promise offered by AGILE but is a massive
retrograde step giving the managerial class an excuse to
avoid any significant change.
[A Body of knowledge] is an highly static non-adaptive
approach.
Dave Snowden (Cynefin)
SAFe
20
I saw a Release Planning session with 20-some teams
and almost 200 people, and realized how SAFe is
Scrum, just expanded to the program level. I became
aware that Scrum itself scales beautifully.
Lyssa Adkins (Coaching Agile Teams)
SAFe gives us some good ideas for how to deal with
[enterprise] complexities where few existed before. I
am using some elements of SAFe with a client right
now but not all since some of the techniques would
not work well, which is consistent with a “pragmatic
agile” approach.
Mark Lines (DAD)
The boys from RUP (Rational Unified Process) are back.
Building on the profound failure of RUP, they are now
pushing the Scaled Agile Framework (e) as a simple, one-
size fits all approach to the agile organization.
Ken Schwaber (Scrum)
Quoting Martin Fowler
21. #SAFeDT
Respect of Culture, roles and
traditional responsibilities
• « Start where you are; go where you want »
• Less radical than « fractal agile »
• Allows real change of habits
Instills industry best practices
• Lean / Agile / Scrum / XP / Kanban
• Devops & Agile Testing
• Agile Budgeting
• Value Stream coordination
• Cost of Delay
• Principles of Product Development Flow
Gives you the help you need
• PO, SM, PPM trainings
• SP, SA, SPC, SPCT Certifications
• Tools : Rally, Blue-Agility, JIRA, Microsoft
• Real success stories on SAFe transformation
21
Why SAFe?
2016
27. #SAFeDT
The larger coverage of SAFe and
its prescriptive approach are well
adapted to large enterprises
• It will secure sponsors
• Extend agility to a Lean/Agile
approach
• Doesn’t limits framework
customization.
The apparent linear structure of
SAFe enables better alignment
and greater team autonomy.
SAFe training and certification
paths enable alignment among
change agents and the whole
enterprise.
27
Start as soon as possible to
work on your development
toolkit:
• JIRA, Rally, etc
• Continuous Integration
• Test Automation
Organizational culture must
also be addressed
• SAFe is not a new RUP
• SAFe implies a cultural
change.
Get trained, aligned and
experienced coaches
Final thoughts