This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
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.
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
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
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.
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.
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
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
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.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of 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.
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).
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.
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!
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Understand the concept of DevOps by employing DevOps Strategy Roadmap Lifecycle PowerPoint Presentation Slides Complete Deck. Describe how DevOps is different from traditional IT with these content-ready PPT themes. The slides also help to discuss DevOps use cases in the business, roadmap, and its lifecycle. Explain the roles, responsibilities, and skills of DevOps engineers by utilizing this visually appealing slide deck. Demonstrate DevOp roadmap for implementation in the organization with the help of a thoroughly researched PPT slideshow. Describe the characteristics of cloud computing, its benefits, and risks with the aid of this PPT layout. Utilize this easy-to-use DevOps transformation strategy PowerPoint slide deck to showcase the difference between cloud and traditional data centers. This ready-to-use PowerPoint layout also discusses the roadmap to integrate cloud computing in business. Highlight the usages of cloud computing and deployment models with the help of visual attention-grabbing DevOps implementation roadmap PowerPoint slides. https://bit.ly/3eFxYYr
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.
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
Lean Agile Center of Excellence - Agile2017 TalkDeema Dajani
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.
An Intro to ATDD/BDD and HDD: Get What You Need, Not What You Ask For!LitheSpeed
Do you want to learn the basics of ATDD/BDD so that you can ensure clear
communications between business and development?
Do you want to go beyond building to a specification, and build what is
valuable instead?
Agile teams often relied on user stories and acceptance criteria alone. Then more advanced teams started doing TDD (Test Driven Development) so that developers could build what they thought the business asked for. When it became clear that TDD was not enough, ATDD (Acceptance Test Driven Development) / BDD (Behaviour Test Driven Development) became popular, as they provide a common language for business and development.
But building what the business wanted is not enough!
With HDD (Hypothesis Driven Development), we can test our business case, just like we test our code. When we find that results don’t match our expectation, we adjust our business case to get better business results.
In this presentation, we'll create several examples in ATDD/BDD and then extend out to the business case level with HDD.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of 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.
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).
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.
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!
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Understand the concept of DevOps by employing DevOps Strategy Roadmap Lifecycle PowerPoint Presentation Slides Complete Deck. Describe how DevOps is different from traditional IT with these content-ready PPT themes. The slides also help to discuss DevOps use cases in the business, roadmap, and its lifecycle. Explain the roles, responsibilities, and skills of DevOps engineers by utilizing this visually appealing slide deck. Demonstrate DevOp roadmap for implementation in the organization with the help of a thoroughly researched PPT slideshow. Describe the characteristics of cloud computing, its benefits, and risks with the aid of this PPT layout. Utilize this easy-to-use DevOps transformation strategy PowerPoint slide deck to showcase the difference between cloud and traditional data centers. This ready-to-use PowerPoint layout also discusses the roadmap to integrate cloud computing in business. Highlight the usages of cloud computing and deployment models with the help of visual attention-grabbing DevOps implementation roadmap PowerPoint slides. https://bit.ly/3eFxYYr
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.
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
Lean Agile Center of Excellence - Agile2017 TalkDeema Dajani
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.
An Intro to ATDD/BDD and HDD: Get What You Need, Not What You Ask For!LitheSpeed
Do you want to learn the basics of ATDD/BDD so that you can ensure clear
communications between business and development?
Do you want to go beyond building to a specification, and build what is
valuable instead?
Agile teams often relied on user stories and acceptance criteria alone. Then more advanced teams started doing TDD (Test Driven Development) so that developers could build what they thought the business asked for. When it became clear that TDD was not enough, ATDD (Acceptance Test Driven Development) / BDD (Behaviour Test Driven Development) became popular, as they provide a common language for business and development.
But building what the business wanted is not enough!
With HDD (Hypothesis Driven Development), we can test our business case, just like we test our code. When we find that results don’t match our expectation, we adjust our business case to get better business results.
In this presentation, we'll create several examples in ATDD/BDD and then extend out to the business case level with HDD.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
Agile Arizona 2017: Why are we stuck? Getting back to continuous improvement.Agile Velocity
Transformations stall. Teams get stuck in an improvement rut. Impediments lists grow. It's not uncommon for teams to plateau. When things are going well, it is difficult to find motivation to go from good to great.
As an Agile leader, it's important to be able to identify the symptoms your team or team-of-teams start to exhibit when they get stuck–when their momentum for positive growth and change stalls or plateaus–and what to do about it. This workshop will help you get your teams back in gear and on the path of relentless improvement.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
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
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
Continuous improvement and adaptation is practically the definition of agility, but teams have to start somewhere. This session will explore how common tools like agile practice self-assessments have been combined with lean “standard work” practices to provide early agile teams with focused guidance, while encouraging them to raise their own standards as they mature and learn.
We will describe a framework for management and coaching roles involved in driving and supporting agile development efforts, based upon our experiences in both small companies and large enterprises at various stages of adoption.
NetCom Learning : How to Improve Business Processes using AgileSwati Chhabra
Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.
Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya...AgileNetwork
Session Title : Agile Culture for High Performance
Session Overview : The presentation shall mainly cover topics related to the agile mindset and how to achieve the mindset shift, where it will say why culture is important, and the iceberg of culture. It talks about different models of culture, focusing on Agile and Kanban cultures, and how it is possible to shift from one culture to the other. It also talks about the type of organizations, and how a certain type of organization should respond to its employees, keeping in mind the culture type. The presentation will also take you through the differences between doing agile and being agile; how to turn the red list words to green list for effective communication and leadership and the 4A’s of agile leadership. Finally, it gives an insight to transformational leadership and the challenges to high performance and how we could embrace a successful agile transformation.
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
In this presentation, we will use a fast-paced, methodical approach to provide a full picture of what Agile is, how it works, who is using it and how you can use it. We’ll cover a lot of information, but will introduce, compare, and contrast concepts which encourage an objective picture based on your experience. Agile is not a panacea or a prescriptive methodology. At its foundation, it is a mentality and a way of working and managing work that permeates everything you do. We will discuss how that is and what that means in practical terms.
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
Similar to Five Steps to a More Agile Organization (20)
Transformational Leadership for Business Agility - AgileDC 2018LitheSpeed
Presented by Sanjiv Augustine and Bob Payne of LitheSpeed, AgileDC 2018.
Despite thinking that organizations are slow to innovate, innovation actually abounds at many companies. Kodak, DEC, and Xerox did not fail due to lack of new, cutting-edge innovation; they failed because their organizations were tuned to their traditional markets, and a failure to change their business models and organizations led to their eventual disruption.
The key to achieving business agility lies in leadership that transforms organizations. Transformational leaders succeed by changing the system, leading with purpose, and steering from the edges. They own their responsibility and boldly lead their organizations into the future. As leaders, we can accelerate this evolution by enabling true self-management and team-based governance.
Join Bob and Sanjiv to learn how leaders can transform organizations with a flatter organization structure, work anywhere flexibility, participatory profit sharing, and delegated hiring and firing. Explore the agile leadership journey needed for true business agility.
Agile Transformation at The National Geographic SocietyLitheSpeed
National Geographic is just over a year into our Agile transformation. The process has been an evolution not a revolution. The focus has been on training, including at the executive level, to make incremental steps toward improving our Agile adoption and making sure we all are speaking the same language. Tracie will discuss the transformation to date and plans for the future, including office workspace redevelopment and continued management engagement.
Agile Agile: Adapting Practices to Support Explosive Growth by Ben FosterLitheSpeed
How should the Agile process evolve as a startup matures? How can Agile succeed when clients expect hard feature/date commitments? How can Agile concepts be applied outside of the product development process? This talk will answer all these questions and more, and offer real-life examples through a case study of one of the DC region's most successful startup stories, Opower.
Utilizing Agile in unique ways has contributed heavily to the company's explosive growth. The ideas tried and lessons learned are broadly applicable, as Opower is a "big data" SaaS company spanning both enterprise and consumer worlds: it sells its product to the highly regulated and notoriously slow-moving utility industry, but delivers value by using cutting edge behavioral science to deliver actionable insights and targeted communications directly to consumers, ultimately helping them save on their energy bills.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
What might I learn?
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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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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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.
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
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Five Steps to a More Agile Organization
1. Five Steps to a More Agile
Organization
Adopting Agility across an Enterprise
2. Meet your Presenter
Arlen Bankston
• Co-Founder of LitheSpeed, LLC
• User experience & product
development background
• 14 years of Agile experience
• Lean Six Sigma Master Black Belt
• Lately 40% training, 20% each of
coaching, product development &
management
2
3. A Common Scenario
• Several teams have
done well using agile
• There is a feeling agile
could be applied more
broadly
3
• But resource management, metrics, audit and compliance, team
structures, customer engagement model, HR practices, etc are
all aligned for waterfall delivery
• And change management is not one of our core competencies
Where do we start?
4. Enterprise Agile Misalignment
4
Enterprise
Dimension
Misalignment Agile Approach
PMO Too many simultaneous projects. A lot
of spending, not a lot of delivery
Fewer simultaneous projects. Lower WIP
to reduce delivery time
Resource
Management
Focus on utilization by allocating
individuals across too many projects
Dedicated, independent, cross-functional
standing teams with common missions
Real Estate Cubes that stifle communication Open spaces for collaboration
HR Hiring & performance management
not aligned with agile approach
Team based performance management
and hiring for agile skills
Functional
Managers
Local measures and optimization by
activity or skillset
Value stream optimization of end-to-end
delivery flow
Business
Partners
Big requirements, usually late and
inaccurate
Light, real-time requirements
Compliance Heavy and prescriptive Focused on principles and continuous
improvement
5. Presentation Agenda
Build your people
• Build a career path
• Train by role
Make your adoption agile
• Educate & align on goals
• Establish accountable adoption
teams
• Launch & assess pilot projects
• Expand adoption breadth & depth
Focus at all levels
• Tone your Portfolio
• Release more
• Let your teams flow
5
Don’t forget innovation
• Scrum patterns
• The Lean Startup
• Budgeting & Contracting
Frameworks are just tools
• Core agile frameworks
• Scaling Patterns & Methodologies
• Agile Tools
7. Agile Team Development Process
7
Determine
Standards
Standard Work &
Experimentation
Adjust Standard
Work
Assessment
Learning
Teaching
Leading Doing
Process People
Visual Management Systems
Lean Management
Agile Delivery
• Process – Assessing current practices, comparing to Standard Work, and team experimentation to
continuously improve practices and processes.
• People – Role development and equipping teams with the skills to successfully implement Agile practices.
• Product – Product discovery, execution, measurement and learning.
RoleDevelopment
ProductDelivery
StandardWorkAssessment&Evolution
Discover
Measure
Learn Build
Product
7
8. Developing People
Agile Role Progression
• Provide people with clear paths for
developing skills and core
competencies
• Provide career progression model
Learning model
• Learning – Acquire knowledge by
being a student and mentee
• Practicing – Acquire real-world
experience
• Teaching – Prove and advance
expertise by teaching others
8
Learning
Teaching
Leading Doing
People
RoleDevelopment
8
9. Agile Role Progression
Establish a personnel development system
• Define a clear career progression path for each role
• Functional managers establish and maintain
• Facilitate knowledge sharing and a collaborative culture
9
Learning
Level 1 Practitioner
Taken all required
training
Doing
Level 2 Practitioner
Practicing within their
specific role on an
initiative for at least six
months
Leading
Level 4 Practitioner
Leading at least 10
training sessions and
coaching at least three
apprentices within
their role
Teaching
Level 3 Practitioner
Leading at least three
training sessions and
coaching an apprentice
within their specific
role
9
10. Training by Role
10
All Agile Practitioners
• Core Training:
Agile + Lean
Overview
• Agile Kickoff Boot
Camp
ScrumMasters, Project Managers & Team Leads
• Agile Management Toolset Training
• Certified ScrumMaster + PMI ACP Training
• Coaching Workshop
• Kanban workshop
Functional & Departmental Managers
• Agile Management & Governance
Developers:
• Agile Platform and Tool Introduction
• Agile Engineering Workshop
Testers:
• Agile Testing Overview
• Testing Tools & Roles
Agile Team Members
Product Owners & Agile Product Managers
• Agile Tools for Product Owners
• Agile Requirements Workshop
• Certified Scrum Product Owner
10
12. Adaptive Executive Leadership
Adapting to Reality in Real
Time:
• You will need to think holistically in order
to remove the broad barriers to adoption
• But changing everything may take years
• And you won’t get it right the first time
• Start with a wide path and get everyone
aligned with goals, principles, and a basic
approach
• Evolve to more detailed, deeper levels
of alignment over time
• Discover what needs to be done and
adapt to the actual problems at hand
• Otherwise, you will end up being slow and
overly bureaucratic
12
Use Agile to Implement Agile
• Discovery of problems and
goals
• Organizational Release
Planning
• Incremental and iterative
implementation
• Retrospective
13. 1. Educate, Align and Assess
Before you begin, take a week or two to:
Educate & Align on Principles & Rationale
• Educate wide band of organization on principles and practices of
agile
• Address senior management, middle management, and team leads
• Address software dev, QA, BA, PMO, HR, Production Operations,
etc
Assess the Impacts
• Work with each of the groups, at each of the levels, to determine
their goals, concerns and possible solutions
• Prep each group for the coming pilot projects
• Plan for quick, simple first-cut solutions to a wide range of concerns
• But don’t go too deep yet
13
14. 2. Establish Accountable Adoption Teams
Big changes require dedicated attention:
Executive Agile Steering Group
• Set broad, organizational goals
• Define measures of success
• Communicate to middle management and staff frequently
• Review progress regularly
• Address organizational barriers to adoption
Agile Working Group
• A cross-functional problem solving group
• SW Dev, QA, Production, BA, PMO, Resource Managers
• Anticipate, uncover, address tactical issues
• Make recommendations to executive team
14
15. Some Typical Agile Metrics
158/26/2015
Product
(Led by Product Owners &
Managers)
Process
(Led by ScrumMasters &
Coaches)
People
(Led by Functional Managers)
External Stakeholder Satisfaction
• Quarterly survey
• Assessment score
Quality:
• % Code Coverage
• % Scenario Coverage
• % Delivered features with
zero critical post iteration
defect count
Delivery Cadence:
• Time from concept to cash
• Velocity stability
Standard Work Assessment
Process Adoption
• # of Agile teams
• # of certifications
Process Improvement
• Change in Assessment scores
• Updates to standard work
• Retrospective actions &
impacts
Associate Engagement
/Happiness
• Assessment Score
Learning Organization
• # of Agile Practitioners at
various levels
Collaboration
16. Incremental Rollout Strategy
Initial Pilots - Pilot
Projects With Day-
to-Day Oversight by
Agile Coaches
Expanded Pilots - Projects Using
combination of Experienced
Associates and Trained Associates
with Agile Coaches’ oversight across
Multiple Projects
Enterprise Rollout - Autonomous
agile capability using experienced
and trained associates.
Occasional Agile Coaches’
involvement on an as-needed
consultative basis
16
17. 3. Launch and Assess Pilot Projects
Your first projects need:
• Product Owner involved,
accountable & empowered
to control scope & schedule
• ScrumMaster empowered
to control process
• Dedicated, integrated team
• Executive support for
learning and exploration
• Short term initial release timeline (< 3 months)
• Potential for measurable business results and impact
17
Thanks to Mike Cohn for the image:
http://blog.mountaingoatsoftware.com/four-attributes-of-the-ideal-pilot-project
18. 4. Expand Adoption Breadth & Depth
After some initial wins, grow and mature:
• Expand Agile to encompass agile engineering
practices that will allow teams more agility:
– Daily build capability and continuous integration
– Automated testing: unit, system and acceptance testing
– Test-Driven Development
– Emergent architecture and design
– Pair-programming
• Use Agile for outsourced or off-shored projects
• Use Agile on larger, more complex projects
18
20. Interactive Layers of Planning
Story (Backlog Item)
What user or stakeholder need will
the story serve?
Story Details
How will it specifically look and
behave?
Low-fi Prototypes & Wireframes
How will I know it’s done?
Acceptance Tests
Iteration / Sprint
What specifically will we build?
User Stories & Scenarios
How will this Sprint move us
toward release objectives?
Sprint Plan
Development Tasks
Release
How can we release value
incrementally?
Release Roadmap, Story Map
What subset of business objectives
will each release achieve?
Release Plan
What user constituencies will the
release serve?
Personas, Stakeholders
What general capabilities will the
release offer? Epics, Features
Product / Project
What business objectives will the
product fulfill?
Product Roadmap
Product Goals
Product Charter / Lean Canvas
Vision, Unique Value Proposition
Company Vision
What is our value proposition and
how do we differentiate?
Vision Statement
Product Portfolio
What is our mix of products?
Product Visions
Integrated Roadmap
20
21. Focused Portfolio
• Terminate sick projects
• Split large projects in smaller ones
• Prioritize projects by business value,
at least within business unit
• Limit development timeframe to months
• Re-prioritize projects regularly
21
1
Development
3 24
Little’s Law
WIP
completion rate
Business Goals
& Strategy Production Sunset
Cycle
Time =
Backlog
22. Focused, Stable Teams
• Multiple, stable teams each
focused on one thing at a time
• Dedicated to platforms or
lines of business
• Platform owner prioritizes next
project
• Result:
– Support multiple lines of
business simultaneously
– Focused effort results in
quick delivery for individual
projects
– Clear accountability
– Stability and predictability
22 Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
23. Focused Releases
23
R3: Progress Tracking
Benefit: Powerful & beautiful improvement
visualization & reporting.
Features:
• Visualize Sprint Rating, Happiness Index, Action
Results, Customer Satisfaction & more.
• Custom metrics
• Track and trend multidimensional improvement
R2: Retrospective Customization
Benefit: Make and share your own retros.
Features:
- More built-in retro flows & visualizations
- Customizable questions and flow
- Tips for moderators
R1: Guided Retrospective (MVP)
Benefit: A guided retrospective that tracks
improvement & works for remote teams too.
Features:
- Moderate retros locally or remotely
- Facilitates and tracks retros
- Plan and review actions and their results
24. Scaling Agile Teams
Productive, independent,
self-organizing teams:
• Independent, cross-functional
• Grow poly-skilled individuals
• Size limit of 5-7 people, ideally
• To scale, create new integrated
Agile teams
• Coordinate among teams via an
Agile PMO
24
26. Scrum in an R&D Context
Sprint Review includes analysis of
“validated learning”, explicit decision
to “Pivot or Persevere” and
dedicated scan for “happy accidents”
“Potentially Shippable
product” includes MVP
with experiments to
validate assumptions
Product Backlog includes
explicit list of assumptions
or decisions that PO needs
to validate, or risks that
must be addressed
1 2
3
Thanks to Alex Brown at Scrum Inc for the illustration26
27. The Lean Startup Cycle
Ideas Product
Data
Build
Measure
Learn
27
• Clear, short-term
experiments
• Direct customer
observation and
interaction
• Release planning
driven by feedback
data
• High-quality agile
development with
strong UX
28. Two Central Lean Startup Concepts
A “Minimum Viable Product” might be:
Learning: Onsite observation, fake menus,
ads
Pitching: Preorders, comparisons, joint
design
Experiencing: Concierge, prototypes
The Minimum Viable Product (MVP) The Pivot
Based on what you learn, you might:
• Target another customer group
• Target a different need
• Expand or contract feature focus
• Change platforms or architecture
• Change channels
Early releases focus on
quickly & cheaply
testing ideas
Later releases focus on
scaling
28
31. The Agile Landscape
“Agile” describes a number of
related methods.
Scrum is the most popular.
• Scrum
Jeff Sutherland and Ken Schwaber
• eXtreme Programming
Kent Beck, Ward Cunningham, Ron Jeffries
• Kanban
David Anderson
Source: 2010 State of Agile Development Survey,
VersionOne
Scrum
Scrum /
XP
31
32. Scaling Patterns & Methodologies
Frameworks for scaling agile are growing in
popularity. Refer to them, but don’t rely on
them.
• Scaled Agile
Framework (SAFe)
• Disciplined Agile
Delivery (DAD)
• Large-Scale
Scrum (LeSS)
http://www.scaledagileframework.com
http://www.crosstalkonline.org/storage/issue-archives/2013/201305/201305-Larman.pdf32
33. Use Tools that Support Scaling
Agile lifecycle management tools should
support the program and portfolio levels:
• VersionOne
• AgileCraft
• LeanKit Kanban
33
Create a simple but reliable process:
• Standardize high-level process steps, deliverables, tools and artifacts
• Agree on process audit procedures
• Develop standard process metrics
35. In Summary
35
Enterprise
Dimension
Misalignment Agile Approach
PMO Too many simultaneous projects. A lot
of spending, not a lot of delivery
Fewer simultaneous projects. Lower WIP
to reduce delivery time
Resource
Management
Focus on utilization by allocating
individuals across too many projects
Dedicated, independent, cross-functional
standing teams with common missions
Real Estate Cubes that stifle communication Open spaces for collaboration
HR Hiring & performance management
not aligned with agile approach
Team based performance management
and hiring for agile skills
Functional
Managers
Local measures and optimization by
activity or skillset
Value stream optimization of end-to-end
delivery flow
Business
Partners
Big requirements, usually late and
inaccurate
Light, real-time requirements
Compliance Heavy and prescriptive Focused on principles and continuous
improvement
36. Contact Us for Further Information
36
Arlen Bankston
Vice President
Arlen.Bankston@lithespeed.com
Sanjiv Augustine
President
Sanjiv.Augustine@lithespeed.com
www.lithespeed.com
"I only wish I had read this book when I started my career in
software product management, or even better yet, when I was
given my first project to manage. In addition to providing an
excellent handbook for managing with agile software development
methodologies, Managing Agile Projects offers a guide to more
effective project management in many business settings."
John P. Barnes, former Vice President of Product Management at
Emergis, Inc.