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.
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.
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.
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
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.
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.
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
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
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.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
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).
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.
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.
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.
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
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.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
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."
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!
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate 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.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
47م
مبادرة
#تواصل_تطوير
المحاضرة السابعة والأربعون من المبادرة مع
المهندس / محمد العربي
خبير واستشاري إدارة مشروعات وهندسة النظم
بعنوان
استخدام مفاهيم الرشاقة «AGILE CONCEPTS »
للتحول الاستراتيجي للمنظمات في العصر الرقمي
التاسعة مساء توقيت مكة المكرمةالإثنين24أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kcO2rqjwtGtJDycPpmoewbrvd9grYJgMd
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Achieving Escape Velocity in Your Digital Transformation Through Product Thin...VMware Tanzu
SpringOne 2021
Session Title: Achieving Escape Velocity in Your Digital Transformation Through Product Thinking
Speakers: Gautham Pallapa, Executive Advisor at VMware; Henri van den Bulk, Executive Technical Advisor at VMware
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
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.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
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).
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.
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.
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.
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
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.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
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."
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!
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate 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.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
47م
مبادرة
#تواصل_تطوير
المحاضرة السابعة والأربعون من المبادرة مع
المهندس / محمد العربي
خبير واستشاري إدارة مشروعات وهندسة النظم
بعنوان
استخدام مفاهيم الرشاقة «AGILE CONCEPTS »
للتحول الاستراتيجي للمنظمات في العصر الرقمي
التاسعة مساء توقيت مكة المكرمةالإثنين24أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kcO2rqjwtGtJDycPpmoewbrvd9grYJgMd
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Achieving Escape Velocity in Your Digital Transformation Through Product Thin...VMware Tanzu
SpringOne 2021
Session Title: Achieving Escape Velocity in Your Digital Transformation Through Product Thinking
Speakers: Gautham Pallapa, Executive Advisor at VMware; Henri van den Bulk, Executive Technical Advisor at VMware
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
The Version One Annual State of Agile survey indicates that 94% of organizations are practicing Agile in one way, shape, or form.
But what might this investment yield besides an Agile label? In many cases, it appears that organization leaders cannot produce concrete data to meet this ask, or articulate the gain clearly using measures that count and impact the bottom line.
One solution is to begin with the desired outcomes driving the adoption and identify both leading and lagging indicators to gauge whether the change initiative is moving the needle and impacting the bottom line. This approach has been successful because it creates alignment and accountability.
Join Michael McCalla, technology leader, transformation specialist, avid agile practitioner and founder of Lean Agile Intelligence, for this interactive session, and learn how this outcome measurement model can help you start changing the conversation!
Standard Work in Lean Sales and MarketingBusiness901
This presentation is an overview on how to implement SDCA (Standardize – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
Agile Transformation is a Journey, a continuous Learning Process. As part of Transformation capability Improvement, Cultural change should happen naturally by the change in habit and behavior of the people and help customer achieve their Business Goals.
Contact 98408 60639 for Agile Mentorship and Career guidance with SAFe RTE and other SAFe guidance. SAFe RTe, SAFe POPM, SAFe SA, SAFe SSM. To contact directly contact in WhatsApp /click from mobile https://wa.me/+919840860639
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
Why Agile Is Failing in Large Enterprises, And What You Can Do About ItMike Cottmeyer
Large companies often struggle to adopt agile practices in a meaningful way. This presentation will help you understand why you are struggling to adopt agile, and more importantly, what you can do about it.
Introduction to Agile Project Planning and Project ManagementMike Cottmeyer
Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes.
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
So you are considering going agile, huh? Your biggest question is probably "where do I start"? This session will help you answer that question and get you started down the road to agility . Mike will explore how to choose your first project and ensure that the pilot team is setup for success. He will talk through common organizational challenges and show you how to overcome them. You'll leave this talk with the knowledge necessary to get your first team going while laying the foundation to build on that success.
This deck describes the key learnings from a coaching engagement I did in early 2009 for VersionOne. . Might be called... how to do Scrum and deliver nothing ;-)
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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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
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
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.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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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.
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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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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involves recognizing relationships between elements of the marketing mix (e.g.,
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(i.e., industry structure in the language of economics).
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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6. Agenda The difference between Agile Adoption and Agile Transformation The real goal of Agile change initiatives
7. Agenda The difference between Agile Adoption and Agile Transformation The real goal of Agile change initiatives Competency models, our competency model, and how to choose practices specific practices against the model
8. Agenda The difference between Agile Adoption and Agile Transformation The real goal of Agile change initiatives Competency models, our competency model, and how to choose practices specific practices against the model Adapting practices for different frequency intervals in your organization
9. Agenda The difference between Agile Adoption and Agile Transformation The real goal of Agile change initiatives Competency models, our competency model, and how to choose practices specific practices against the model Adapting practices for different frequency intervals in your organization Adapting practices for different levels of scale within your organization
10. Agenda The difference between Agile Adoption and Agile Transformation The real goal of Agile change initiatives Competency models, our competency model, and how to choose practices specific practices against the model Adapting practices for different frequency intervals in your organization Adapting practices for different levels of scale within your organization Case studies (4 in total)
12. Adoption vs. Transformation Agile Adoption is more about what you do… practices, tools, techniques, and habits Agile Transformation is more about who you are… reflected in both the structure of the organization and who you are as people
24. Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in adopting agile practices
25. Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in adopting agile practices
26. Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in adopting agile practices
27. Common Anti-Patterns Establishing teams without breaking down the strict functional silos and rigid role definitions Running daily standup meetings that devolve into status updates for the project manager Coming back from CSM training only to find that there is no way to form agile teams and no interest in adopting agile practices
28. The problem with Agile Transformation is that the goal is never to adopt agile…
29. …Scrum and XP provide specific frameworks to help us deliver better software…
66. Product Definition Establish the Product Vision The ability to determine and clearly communicate the product’s primary customer base, it’s competitive differentiators, and competitive alternatives. At the release level, it’s the ability to determine why we are building this product, whom it is for, and why the release is important. Define the Product Roadmap The product roadmap is the strategic plan for how the Product Vision will be executed. In an agile organization, this roadmap should be at the Epic level and show when various Epics need to be in market. The Product Roadmap should be supported with either Epic size or budget, and be validated against proven capacity to deliver. Epics are generally 1-3 months in size. Decompose Features The ability to decompose features means to break Epics into high-level feature functions that can be communicated and/or committed to customers. Features follow the same format as user stories, but are at a higher level of abstraction, much like use cases, or use case scenarios. Features are generally take 2-4 weeks to deliver Estimate Size and Effort Does the organization have the ability to accurately estimate the size and effort of a given Epic, Feature, or User Story? Are these estimates generated using team based, collaborative techniques? Are these estimates validated with empirical evidence gathered from actual delivery of working software? Define Acceptance Criteria Does the team have clear guidance on what is the definition of done? Do they know what it will take to meet the business requirements defined by the product owner? 34
67. Planning & Coordination Establish a Planning Cadence Is there a release train in place? Is there a regular release-planning cadence? Do the teams meet regularly with their Product Owner to plan sprints? Does the organization do strategic planning and roadmap planning? Perform Activity Breakdown Do the teams break user stories into sufficiently small increments that they can be incrementally delivered and tracked through the sprint? If not, do the teams break larger user stories down into tasks and tests that can be tackled by more than one team member at a time Establish Delivery Cadence Does the team have a pattern of delivering working, tested software every sprint? Do multi-team projects show a pattern of coming together to deliver an integrated increment of software on a regular, periodic basis? Does the organization show a pattern of early delivery of whole Epics in a release cycle? Limit Work in Process Does the organization, release architecture, or team have the ability to limit the number of Epics, Features, or User Stories they are working on concurrently? Does the organization value completing work rather than getting new work started? Are teams allowed to focus on one thing until delivery, or are they constantly pulled onto other, higher priority initiatives. Do priorities change often? Make and Meet Commitments Does the organization, release, or team regularly do what it says it will do? Do they have the ability to make and meet commitments on short time-boxed intervals? 35
68. Delivery Practices Define the Solution Does the team have the capability to allow architectures and designs to change as we learn more about the emerging product? Do the team use agile modeling techniques? Is there a desire to plan everything before we start building any working product? Does the team use a value and risk driven approach to working out the systems architecture and design. Build the Solution Do the developers have the tools necessary to build an increment of working software? Can software be checked in and validated on a continuous basis. Are the teams doing unit testing? Are the tests run in a test harness at check in? Are the developers confident working in the code base? Is the code safe to change? Test the Solution Is there a mechanism in place to incrementally test and validate the software as it is being built? Is all software tested before it is accepted? Is all software tested before it is put into production? Are the number of ‘hardening sprints’ equal to or greater than the number of sprints it took to build the product? Are the teams using continuous integration and TDD? Technical Debt and Defects Are defects routinely carried over from sprint to sprint and handled toward the end of the release? Do teams have difficulty estimating work due to unexpected defects and code that is difficult to understand and maintain? Deploy the Solution Is there an ability to incrementally deliver the solution, either to an internal customer for review, or to an external customer that will actually use the product? 36
69. Continuous Improvement Metrics and Reporting Does the organization have a package of agile metrics that support team level up to executive level decision-making? Are there processes in place for gathering these metrics and reporting them to the appropriate stakeholders? Establish Stable Velocity Can the organization, at the enterprise, release, or team levels; reliably and predictably deliver a known quantity of working software at every iteration or release boundary? Conduct Retrospectives Does the organization regularly conduct reviews and retrospectives at the end of every iteration or release boundary? Is there a mechanism for acting on lessons learned and new opportunities discovered in these sessions? Update the Release Backlog Is there a mechanism in place for quickly updating the release backlog when new information is learned about the emerging product or when business priorities change? Enable Process Improvement Is there a mechanism in place for quickly updating organizational processes in the face of impediments that might impact product delivery? 37
70. Organizational Enablement Team Based Delivery Is the organization formed around agile teams? Do the teams have everything they need to successfully deliver an increment of working tested software? Are members constantly pulled away from teams and assigned to other initiatives. Is there team level accountability for sprint outcomes? Is there team level accountability for release level outcomes? Communication How well do people talk to each other and communicate the right level of information? Do teams openly an honestly share information that could help the organization be more successful? Collaboration Do cross-functional teams regularly work together to define requirements, architectures, designs, test plans, etc.? Do team members often work in silos with limited communication amongst team members? Empowerment Are people and teams authorized to make decisions within their established constraints or within pre-defined guidelines? Are decisions routinely overturned? Are the right stakeholders present when decisions are made? Trust Is there open and honest communication between team members? Is it safe to share bad news? Does management ‘shoot the messenger’ when bad news in delivered? Do people feel they can openly and honestly give negative feedback? 38
88. 125 Possible Combinations Competency: Continuous Integration Frequency: Daily Build Scale: Across Multiple Teams
89. 125 Possible Combinations Competency: Continuous Integration Frequency: Daily Scale: Across Multiple Teams Competency: Continuous Integration Frequency: Release Scale: At the Portfolio Level
90. 125 Possible Combinations Competency: Define the Product Frequency: Iteration Planning Scale: Single Team
91. 125 Possible Combinations Competency: Define the Product Frequency: Iteration Planning Scale: Single Team Competency: Define the Product Frequency: Strategic Planning Scale: Entire Enterprise
92. 125 Possible Combinations Competency: Explore Improvement Options Frequency: Iteration Planning Scale: Single Team
93. 125 Possible Combinations Competency: Explore Improvement Options Frequency: Daily Planning Scale: Single Team Competency: Explore Improvement Options Frequency: Release Planning Scale: Portfolio Management
98. Leading Change by Incrementing and Iterating Through the Organization
99. Incremental and Iterative Delivery Incremental Various parts of the system are developed at different times or rates, and integrated as they are completed. You can do this in a waterfall project or an iterative project. Iterative Go back over parts of the system to revise and improve the system. In iterative development testing and/or user feedback is used to revise the targets of the successive deliverables. The practice of iterations arises from a desire to coordinate feedback from increments to revise a future deliverable. Courtesy of Jeff Patton
100. Value Delivery Product Definition Planning Coordination Continuous Improvement Delivery Practices Phase I Cultural Factors Organizational Enablement 68
112. Case Study: Situation Financial services firm 350 employees-70 in IT Software Development Support customer facing, internal systems and integrations to third-party applications Track record of late unpredictable delivery and high demand for production support – recent two year project took four years to partially complete
113. Case Study: Assessment Planning and coordination Low transparency Significant WIP and individual multi-tasking Granular detail required up-front Organizational Enablement Low trust and collaboration Delivery Practices Significant rework
114. Case Study: Plan Organizational Design Patterns 5 stable delivery teams w/ a support team Convert Configuration Management to DevOps Establish consolidated Value Management Convert PMO from day to day tasking to operate at the audit and governance level Road-map January: Stand up a delivery team January: Stand up a DevOpsteam February: Stand up the product support team March: Stand up remaining teams March: Migrate CRM-BA model to consolidated Value Management May: Integrate with the PMO
131. Change management is criticalDev Ops Support Delivery Leadership Team Delivery Teams Plan Implement Follow up Backlog Prepare Competency Improvement Team
132.
133. Balance demand against capacityDev Ops Support Delivery Leadership Delivery Teams Plan Implement Follow up Backlog Prepare Capability Improvement
134.
135. Lessons Learned Get started on the automation earlier Change management must be intentional – managing resistance and organizational inertia Gained momentum when we involved the overall organization in the transformation – business management drove the value proposition
137. Company Profile Based in the United States 125 employees located across 4 major cities in the US and Canada Growing through acquisition
138. Problem Statement Functional separation between Development and QA Ad-hoc waterfall based processes not able to scale Too many projects in queue Teams are not predictable Have not been able to realize their most strategic goal to integrate all the products into a single suite
139. Engagement Approach Conducted a competency assessment on the entire organization Collaborated on a top-down plan led by the VP of Engineering with full support from the CTO and CEO Started with the products in Atlanta and systematically moved through other geographies
140. Engagement Approach – Phase I Team Level and Multi-Team Adoption Focused on Product Definition, Planning & Coordination, and Organizational Enablement Competencies first Mostly at the Daily, Iteration, and Release levels
141. Engagement Approach – Phase 2 Skipped the Program Management layer and went straight to Portfolio & Strategy Focusing on Product Definition, Planning & Coordination, and Organizational Enablement Competencies Began addressing Delivery Practices and Continuous Improvement Mostly at the Daily, Iteration, and Release levels Trained Marketing, Sales, and Senior Leadership
142. Engagement Approach – Phase 3 Filled in the Portfolio Level Still focusing on Product Definition, Planning & Coordination, and Organizational Enablement Competencies Began addressing Delivery Practices and Continuous Improvement Started addressing some of the strategic planning issues
152. Construction Transition Elaboration Inception Tier 3 - Kanban Deploy Build Test Design Analysis Tier 2 - Kanban Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum
153. Lessons Learned Having buy-in and support up to the CEO makes things a lot easier The sequence of events is not always intuitive Sometimes it is better to rough in something and come back to it later than try to get it perfect the first time Speed can be limited by individual resistance and the rate of organizational learning
155. Case Study: Situation Financial Software Services Provider 19,000 employees-1,000 in target division Provider of technology solutions to the financial world Very successful but long release cycles and low release predictability impact future strategy
156. Case Study: Assessment Product Definition Challenges decomposing road-map into clearly defined features and stories Acceptance criteria evolve after development Delivery Practices Quality was not a foundational practice Code was developed in large chunks with long feedback cycles Planning and coordination Predictability is difficult due to support demand on teams Challenges making and keeping commitments Too much WIP – the entire release is active simultaneously Organizational Enablement Development teams formed around technology layers and QA and Development are not aligned in the same sprints Supporting team members (architects, analysts) can be spread across multiple features and services
157. Case Study: Plan Organizational Design Patterns Align Delivery Teams with the Product Architecture Align QA, BA, and Architect with the Delivery Teams Establish clear PO for each feature in Value Management and clarify feature elaboration Limit WIP and make work flow through the organization Road-map Get cross technology development teams created and working from a single backlog Establish Competency Improvement Team Get BA and QA aligned with Development teams (dedicated to a team and in the same cadence) Get clarity around the PO’s role and establish effective elaboration Align the product road-map with the business strategy
162. Identified the next most important area and enlisted change management support for the transformation Delivery Teams Plan Implement Follow up Backlog Prepare Competency Improvement Team
166. Align PMO approach with Feature level deliveryProduce Make Ready Initiate UAT Value Management Delivery Teams Plan Implement Follow up Backlog Prepare Competency Improvement Team
167.
168. Lessons Learned Aligning development into stable teams with a clear backlog and then introducing QA and BA into the existing teams was organizationally easier – but we have to form all the teams twice The guiding coalition and a focus on change management is critical to the transformation The production support demands from technical debt and the historic approach makes predictability very difficult to achieve Moving PMO attention to the Feature Level made transitioning the governance model easier
170. Company Profile European company with offices across the United States Thousands of employees worldwide, several hundred in the US Significant amount of product development work done offshore in India
171. Problem Statement Adopted Scrum several years ago, not getting the expected business benefit Releases are constantly delivered with significantly less features than planned and are often behind schedule Hardware and firmware delivery out of sync with the management console software Pretty significant trust issues between senior leaders and their direct reports.
172. Engagement Approach Conducted a competency assessment on the entire division Collaborated on a top-down plan led by the Director of Quality & Process with full support from the CTO Started with the teams in Atlanta and are currently moving through other geographies
173. Engagement Approach – Phase I Agile teams were in place, but did not stay together over time. First step we formed persistent teams Requirements decomposition was not happening, so we build a Product Owner team to develop the backlog Focused on Product Definition, Planning & Coordination, and Organizational Enablement Competencies first Exclusively at the Release level to start
174. Engagement Approach – Phase 2 Continued to ignore the teams and went for Portfolio & Strategy Established an Agile Release Train Still focusing on Product Definition, Planning & Coordination, and Organizational Enablement Competencies Uncovered significant trust issues between senior level managers within engineering and product management
175. Engagement Approach – Phase 3 Started addressing performance of the teams Started addressing cultural issues around trust and transparency at all levels of the organization Next steps address Delivery Practices and Continuous Improvement Started to revise the roadmap by modeling the entire flow of value from Sales through Product Development into Support and Operations Tighter integration of hardware and firmware
187. Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum
188. Construction Transition Elaboration Inception Tier 3 - Kanban Deploy Build Test Design Analysis Tier 2 - Kanban Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum
189. Lessons Learned Engineering only change initiatives are likely to struggle Effectively integrating with non-Agile work streams can make or break a transformation effort Understanding the flow of value across the entire organization is critical Starting with teams isn’t always the most strategic approach
190. Key Takeaways Introducing Agile at Scale is best done incrementally and iteratively To lead sustainable organizational change, you have to address the structure of the organization, your practices and tools, and also the people in the organization Organizational agility is not about adopting a specific set of practicesbut developing strategies to address competencies at different frequencies and different scales
191. Key Takeaways Introducing Agile at Scale is best done incrementally and iteratively To lead sustainable organizational change, you have to address the structure of the organization, your practices and tools, and also the people in the organization Organizational agility is not about adopting a specific set of practicesbut developing strategies to address competencies at different frequencies and different scales
192. Key Takeaways Introducing Agile at Scale is best done incrementally and iteratively To lead sustainable organizational change, you have to address the structure of the organization, your practices and tools, and also the people in the organization Organizational agility is not about adopting a specific set of practicesbut developing strategies to address competencies at different frequencies and different scales
193. Key Takeaways Introducing Agile at Scale is best done incrementally and iteratively To lead sustainable organizational change, you have to address the structure of the organization, your practices and tools, and also the people in the organization Organizational agility is not about adopting a specific set of practicesbut developing strategies to address competencies at different frequencies and different scales
So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.
So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Better Estimation & Release Planning
Stable teams with everything needed to deliver an increment of value will more rapidly and predictable deliver high quality work.Stood up FloridaConducted Agile trainingConducted Unit Testing training
Moved quickly from Pilot to all teams – Findur ended leaving a limited amount of WIP. Had opportunity to create fully capable teams including test and BA.Multiple teams all working from a clear backlog results in a very stable system.Stood up multiple teams
Multiple teams all working from a clear backlog results in a very stable system. A delivery leadership team is needed to coordinate across the teams, provide mentoring and help share expertise, and to protect the overall capacity of the system. Stood up multiple teamsStood up DelawareMoved quickly from Pilot to all teams – Findur ended leaving a limited amount of WIP. Had opportunity to create fully capable teams including test and BA.
Dev Ops provide the necessary automation to deliverrapid environment standup, deployment, and testing frameworks in support of Agile Delivery Teams.Started Maryland team with the intention of deliveringrapid deployment
Improvements to the organization need to be done with a focus on enabling flow across the teams – not the local improvement of a specific functional specialty (BA, Dev, QA, DevOps). Also, the improvement needs to be focused on the next most important problem for the organization to resolve – and it needs to be thoroughly implemented.Launched Delaware Capability Improvement efforts. Started building Capability Improvement efforts through Operations reviews and Project Management Metrics. Building out reporting mechanism and beginning to manage use of Version one to delivery meaningful metrics.
With the Agile Delivery Team Cadence and effective value management – the governance model may change significantly. Update the governance model to support gaining maximum return for the organizations investment.Tracy revamps portfolio approach and ITGC interface
With the Agile Delivery Team Cadence and effective value management – the governance model may change significantly. Update the governance model to support gaining maximum return for the organizations investment.Tracy revamps portfolio approach and ITGC interface
Improvements to the organization need to be done with a focus on enabling flow across the teams – not the local improvement of a specific functional specialty (BA, Dev, QA, DevOps). Also, the improvement needs to be focused on the next most important problem for the organization to resolve – and it needs to be thoroughly implemented.Launched Delaware Capability Improvement efforts. Started building Capability Improvement efforts through Operations reviews and Project Management Metrics. Building out reporting mechanism and beginning to manage use of Version one to delivery meaningful metrics.
Improvements to the organization need to be done with a focus on enabling flow across the teams – not the local improvement of a specific functional specialty (BA, Dev, QA, DevOps). Also, the improvement needs to be focused on the next most important problem for the organization to resolve – and it needs to be thoroughly implemented.Launched Delaware Capability Improvement efforts. Started building Capability Improvement efforts through Operations reviews and Project Management Metrics. Building out reporting mechanism and beginning to manage use of Version one to delivery meaningful metrics.
Stable teams with everything needed to deliver an increment of value will more rapidly and predictable deliver high quality work.Stood up FloridaConducted Agile trainingConducted Unit Testing training
Improvements to the organization need to be done with a focus on enabling flow across the teams – not the local improvement of a specific functional specialty (BA, Dev, QA, DevOps). Also, the improvement needs to be focused on the next most important problem for the organization to resolve – and it needs to be thoroughly implemented.Launched Delaware Capability Improvement efforts. Started building Capability Improvement efforts through Operations reviews and Project Management Metrics. Building out reporting mechanism and beginning to manage use of Version one to delivery meaningful metrics.
With the Agile Delivery Team Cadence and effective value management – the governance model may change significantly. Update the governance model to support gaining maximum return for the organizations investment.Tracy revamps portfolio approach and ITGC interface
So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.