Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
How do you survive the radical shift towards inversion of responsibility and ...Thoralf J. Klatt
Lean and agile transformation - how do you survive the radical shift towards inversion of responsibility and control while staying accountable for results?
ManageAgile, Berlin, Oct 2012
Speakers: Wolfgang Hilpert and Thoralf Klatt, AGT International
Speech tendency: Agile project management
Day and time: Wednesday, October 17th 2012, 3:40 pm - 4:25 pm
Abstract: In times of #management30 Agile leaders drive and support a radical shift towards inversion of responsibility and control while staying accountable for results and a healthy company ecosystem. Along with this (r)evolution in management philosophy comes a subtle change of how monitoring an organization’s success works in a beneficial manner, avoiding misleading metrics and resulting dysfunctional behavior. Join this session to hear how AGT International manages the balance between empowering development utilizing their skills and insight while aligning constraints and managing to achieve joint goals of the company.
Reference to the management: This session will look into leadership guidance for and monitoring progress of agile development teams with focus on areas such as:
* Validated Stakeholder Feedback (What has been delivered?)
- Appreciated Business Value
- Validated User Centered Design and Experience
- Established Customer Visibility and Trust
* Transparency (Be honest, knowing where you really are)
- Automation and Coverage Dashboard
- CI Radiator
- Reflect on and strive towards reducing Technical Debt
* Agile Development Process
- Predictability, e.g. Minimize Deviation between projected and accepted User Stories
- Process Maturity Dashboard
* Competence Development
- Team Flow
- Personal Development Plans
We leverage practical examples from our daily practice to illustrate opportunities for reuse within other companies.
Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
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.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com
How do you survive the radical shift towards inversion of responsibility and ...Thoralf J. Klatt
Lean and agile transformation - how do you survive the radical shift towards inversion of responsibility and control while staying accountable for results?
ManageAgile, Berlin, Oct 2012
Speakers: Wolfgang Hilpert and Thoralf Klatt, AGT International
Speech tendency: Agile project management
Day and time: Wednesday, October 17th 2012, 3:40 pm - 4:25 pm
Abstract: In times of #management30 Agile leaders drive and support a radical shift towards inversion of responsibility and control while staying accountable for results and a healthy company ecosystem. Along with this (r)evolution in management philosophy comes a subtle change of how monitoring an organization’s success works in a beneficial manner, avoiding misleading metrics and resulting dysfunctional behavior. Join this session to hear how AGT International manages the balance between empowering development utilizing their skills and insight while aligning constraints and managing to achieve joint goals of the company.
Reference to the management: This session will look into leadership guidance for and monitoring progress of agile development teams with focus on areas such as:
* Validated Stakeholder Feedback (What has been delivered?)
- Appreciated Business Value
- Validated User Centered Design and Experience
- Established Customer Visibility and Trust
* Transparency (Be honest, knowing where you really are)
- Automation and Coverage Dashboard
- CI Radiator
- Reflect on and strive towards reducing Technical Debt
* Agile Development Process
- Predictability, e.g. Minimize Deviation between projected and accepted User Stories
- Process Maturity Dashboard
* Competence Development
- Team Flow
- Personal Development Plans
We leverage practical examples from our daily practice to illustrate opportunities for reuse within other companies.
Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
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.
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
Scaled Agile Framework in 10 minutes (SAFe 3.0)
- Scaled: SAFe is designed for large-scale software development ecosystems of 50-125 people who need to resolve inter-dependencies
- Agile: SAFe is based on 9 Lean-Agile principles
- Framework: SAFe is a collection of a proven efficacy tools, and you only have to use what you need
https://www.youtube.com/watch?v=vysQQx7pQzg
El objetivo de la Lightning Talk es dar una visión "light" pero completa de lo que propone Scaled Agile Framework 3.0 como marco de referencia para el escalado de Agile.
Scaled Agile Framework es uno de los marcos de referencia para escalado de Agile que mayor aceptación está teniendo a día de hoy, sobre todo cuando hablamos de grandes organizaciones. El marco SAFe parte de las capas de abstracción clásicas de una organización para estructurar un cambio de perspectiva y de cultura basándose en los 4 valores y 9 principios Lean-Agile, apoyándose además en las prácticas Scrum-XP de desarrollo de productos. En la charla descubriremos de manera rápida los roles, artefactos y ceremonias que plantea el marco para conseguir un cambio de paradigma sostenible en las organizaciones.
Unai Roldán
UST Global
Scaling your agile implementation across multiple teams in large organizations is always a challenge.
In this webinar, Ragia and Asmaa shared their experiences about:
- Why scaling?
- Different scaling frameworks?
- SAFe configurations
- SAFe pros & cons
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #scaling #xpdays #agilearena
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.
From Agile Teams to Agile organizationsSteve Mercier
The journey to progress from Agile Teams to Agile Organizations by using a Software Delivery Pipeline engraining all your business software development best practices.
Mohammed Khalid, Senior Solutions Engineer at LeanKit, presented Using Kanban to Visualize Your Work - What it means and why its important at the Pink16 conference on February 16, 2016.
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
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.
Path to Agility: Avoiding Common Pitfalls in Agile AdoptionAgile Velocity
Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
eBook by AgileSparks - curated blog posts, guidance articles, implementation approaches - all based on AgileSparks and specifically Yuval Yeret's experience implementing SAFe in the trenches.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Agile software development that delivers tangible results with WemanityWemanityUK
You can't afford to wait, you need a software development partner that delivers tangible value.
At Wemanity, we deliver software that is aligned to your strategy, is focused on users, and achieves tangible results.
Having the Correct Context for an Agile TransformationDerek Huether
3 years, 5 business units, 20 lines of business, and over 100 teams. With so many interactions, having the correct context for Agile was (and still is) key to an ongoing transformation. Remember, we're not all Spotify!
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
Scaled Agile Framework in 10 minutes (SAFe 3.0)
- Scaled: SAFe is designed for large-scale software development ecosystems of 50-125 people who need to resolve inter-dependencies
- Agile: SAFe is based on 9 Lean-Agile principles
- Framework: SAFe is a collection of a proven efficacy tools, and you only have to use what you need
https://www.youtube.com/watch?v=vysQQx7pQzg
El objetivo de la Lightning Talk es dar una visión "light" pero completa de lo que propone Scaled Agile Framework 3.0 como marco de referencia para el escalado de Agile.
Scaled Agile Framework es uno de los marcos de referencia para escalado de Agile que mayor aceptación está teniendo a día de hoy, sobre todo cuando hablamos de grandes organizaciones. El marco SAFe parte de las capas de abstracción clásicas de una organización para estructurar un cambio de perspectiva y de cultura basándose en los 4 valores y 9 principios Lean-Agile, apoyándose además en las prácticas Scrum-XP de desarrollo de productos. En la charla descubriremos de manera rápida los roles, artefactos y ceremonias que plantea el marco para conseguir un cambio de paradigma sostenible en las organizaciones.
Unai Roldán
UST Global
Scaling your agile implementation across multiple teams in large organizations is always a challenge.
In this webinar, Ragia and Asmaa shared their experiences about:
- Why scaling?
- Different scaling frameworks?
- SAFe configurations
- SAFe pros & cons
============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
#agile #scaling #xpdays #agilearena
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.
From Agile Teams to Agile organizationsSteve Mercier
The journey to progress from Agile Teams to Agile Organizations by using a Software Delivery Pipeline engraining all your business software development best practices.
Mohammed Khalid, Senior Solutions Engineer at LeanKit, presented Using Kanban to Visualize Your Work - What it means and why its important at the Pink16 conference on February 16, 2016.
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
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.
Path to Agility: Avoiding Common Pitfalls in Agile AdoptionAgile Velocity
Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
eBook by AgileSparks - curated blog posts, guidance articles, implementation approaches - all based on AgileSparks and specifically Yuval Yeret's experience implementing SAFe in the trenches.
Comparing Ways to Scale Agile at Agile Product and Project Manager MeetupBernd Schiffer
Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia.
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.:
* Scaled Agile Framework (SAFe)
* Evidence-Based Management (EBMgt)
* Disciplined Agile Delivery (DAD)
* Enterprise Transition Framework (ETF)
* Large-Scale Scrum (LeSS)
* ScALeD Agile Lean Development
* Scaling Agile @ Spotify (SA@S)
* Product Development Flow by Reinertsen (PDFbyR)
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Agile software development that delivers tangible results with WemanityWemanityUK
You can't afford to wait, you need a software development partner that delivers tangible value.
At Wemanity, we deliver software that is aligned to your strategy, is focused on users, and achieves tangible results.
The Five Phases of Agile Maturity (Part 2): Phase 3 and 4Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Explore what you should expect to see across the five phases of Agile maturity. In part 2 of this series, we will focus on Phase 3 and 4. We'll share valuable advice about negotiating the turns, avoiding roadblocks, and enjoying the ride in your agile maturity journey. Plus, we’ll talk about the optimal tools to support you—enterprise product management software, like Atlassian Jira Align.
Learn:
- Common maturity elements of Phase 3 of agile maturity (The Scaling Agile Organization) and Phase 4 of agile maturity (The Agile Enterprise)
- Challenges you may face in your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support scaling
Describe the structure of the 15 weeks mission to initiate the Culture Change. Based on Lean & Agile priciples, framework & toolkit. Result from 5 years experience
ITIL 4 - Make sense of what BA, UI/UX Designer, Coder, QA, PM and DevOps doCliffordEgbomeade
As customers needs are evolving at an astronomical pace, businesses need to reinvent themselves in order to stay relevant. At the heart of this unavoidable reinvention lies Information Technology (IT).
However, if IT will be worth the ‘hype’, there needs to be a seamless handshake between the different IT roles such as; BA, UI/UX Designer, Coder, QA, PM and DevOps, involved in creating value.
In this webinar, you’ll learn:
〉 ITIL 4 Overview
〉 Differences between ITIL V3 and ITIL 4,
〉 ITIL 4 elements (Service value system, Service value chain, Guiding principles, ITIL Practices and Four Dimensions)
〉 The link between IT, Agile, Business Analysis
〉 How the different roles interrelate
〉 Using ITIL 4 Service Value Chain Activities to design a new app
DOES16 London - Andrew Hawkins - Horses for CoursesGene Kim
Andrew Hawkins, CTO Automation & Delivery Lead, LV=
This presentation is titled "Horses for Courses" and will outline a story of improvement at LV= recognizing that as organisations we will all adopt new and improved ways of working in different ways and with varying degrees of pace. As an organisation very much aligned to ITIL and through introduction of automation practices we continue to see steady improvement in quality of service and throughput of change. We’ll share our story along with challenges faced and the opportunities we see ahead.
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
The Five Phases of Agile Maturity (Part 3): Phase 5Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Learn:
- Common maturity elements of Phase 5 of agile maturity (The Scaling Agile Enterprise)
- Challenges you may face in the last phase of your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support your Agile enterprise
- How to utilize custom-tailored solutions to meet your specific needs
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
Scaling Frame Works are great guideline for Scaling Agile but teams and companies who are working Scrum and/or Kanban for sometime now can scale Agile Implementation following certain disciplines and structural approached and . This talk is to discuss one such implementation.
Push or pull agile leadership model - 2019-11-06 w hilpert-rmedererWolfgang Hilpert
In this presentation we discuss our approach to balance alignment with autonomy of teams to help teams across the business to transition to an agile way of working
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
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2. RICHARD MARTIN
Agile Transformation Coach
Performance management
advisor
MBA
Strategic
innovation
Agile-Lean
COO
PMO
Coach, ICF
Product
director
PSM
Industrial engineer
SAFe
Transformations
• Bell
• Bell helicopter
• Labrie
• Telops
• Revenu Québec
JEAN-RENÉ ROUSSEAU
Director Facilité’s Agile Center of Excellence
Agile strategic advisor
20 years in software development
15 years in Agile
10 years in Agile coaching
Used to be a
developer !
DAD
PSM
Transformations
• Desjardins
• Promutuel
• Revenu Québec
• La Capitale
• RAMQ
Change
Management
3. About Facilité
• 25 years old, 500 employees
• Based in Montreal, Québec City and Ottawa
• We started exploring Agile in 2008
• We created our Agile Center of Excellence in 2014
– 30+ senior coaches
– We offer strategic consulting, agile coaching and training
– We consider ourselves pragmatic, results oriented and humble
• We also use Agile within our development centers
4. How hard is it to transform
a large organisation ?
6. Conference’s Objectives
• Give you hints, tips and tricks based on our experience
• Discuss pitfalls and lessons learned
• Try to give you a “push” to move forward
7. 2014 - LAUNCH
About Revenu Québec’s Transformation Program
• 5 years transformation program
• 150 Agile teams (85% projects)
• 1500 people trained
• 10 000 days of coaching effort
• 20 coaches at our peak
2015 - UNLOCK 2016 - ACCELERATE 2017 - OPTIMIZE 2018 - POWER UP
8. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
100M$
Corporate Government12 000
7
Revenu Quebec transformation journeyThe beginning
9. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Revenu Quebec transformation journeyThe beginningThe next wave
20
10. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Revenu Quebec transformation journeyThe beginningThe next waveThe vertical integration
10 team level +
7org + 3 tech
11. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Coming – SAFe programs
Program 1 Program 2
Program 3
DEVOPS
14. Why are you
interested by
Agile ?
What should
it really bring ?
What may it
change … ?
or break ?
• Deliver together with higher focus & energy
• Create dynamic teamwork and happy employees
• Empower people towards the real value
• Collaborate and innovate to be the best
• Delight your clients
Improve your execution performance
15. Managing new priorities
Projects visibility
Productivity
Time to market
Team morale
88%
83%
83%
81%
81%
• Deliver together with higher focus & energy
• Empower people towards the real value
• Collaborate and innovate to be the best
• Delight our clients
Improve our Execution Performance
What is your business case for Agility ?
What is in YOUR Business Case:
16. Which Agility Are We Talking About Exactly ?
• Global business responsiveness (Deming)
• Governance based on value optimization (new KPI)
• Cross-domain execution frameworks
Project/program/product mngt, budgets, planning, contracts, HR
• New role of the manager
• Scrum & Kanban Teams
Org
Management
Team
First ! Install real
Agile teams
Support self-
organization and
velocity
Cross-team
synchronization
Bring the strategic
epics to the teams
Change your
dashboards
Get the results
(being agile)
Change your
mngt culture
Integrate clients
(at all levels)
Manage teams’
DNA (CoP & radars)
17. Key Lessons
• Make sure you know WHY you are doing it
• Make sure everyone is aligned towards the same vision
– Including the “level” of agility you are targeting to reach
17
19. Why You Need a « Scrum like » Structure:
• To create a cadence and synchronization points
• To create alignment between tactical actions and executive
vision
• To adjust priorities according to what we learn and problems
we face.
• To make sure we have an ongoing strategic conversation
about the transformation and its challenges
20. Typical Transformation Program Structure
Transformation
Office
Transformation
Owner
Transformation
Backlog
Transformation « Sprints »
(2-3 months)
Adaptation
Transparency
Inspection
Vision and
Roadmap
Initiatives
Agile
Change
Objectives
Roadblocks
Initiatives
Agile
Agile
Initiatives
Transformation
Team
Agile Center of
Excellence
Support
Innovation
Initial Assessment
Referential
Agile Strategic
advisor
22. Key Lessons
• Be careful where you place your coaches in the org chart
• Empower each “domain” to transform themselves
– …but make sure they stay aligned on the same “Agile” vision
• Cadence and synch points are a must to stay aligned
– …but don’t worry if you are not perfectly aligned!
• Kaizen type of workshop will help you work together as a
transformation team
22
24. Big Bang
Vertical
Horizontal
Little Bang
Transformation Strategies
• One program
• All levels integration
• Many programs
• All teams
• No vertical integration
• All
• All
• All
• Project by project
• Several teams
• Step by step
• Cut & pastable changes
• Narrow complex changes
• End to end velocity
• Corpo resistance
because of the hybrid
mode
• Instant next gen at
working level
• High impact
• More resistance
• Water scrum fall
• Fast shake
• Broader hype
• Global change mngt
• Slow rebuild
• … forget vertical
integration
• Less convincing gains
• Easy 100 times =
overall long run
• Late vertical integration
• Easy
Cannot be an
epicentric
strategy
Becoming an epicentric
execution shift, but it
demands high intensity
Perceived as a new way
of coding
Can demonstrate end
to end business gains
with new execution
standards
Pros Cons
25. Key Lessons
• Look for agile enthusiast and favorable context
• Be careful of huge and highly complex project to start with
• Consider going bi-modal (vertical bang!)
• What are the low hanging fruits?
25
27. About Transformation Roadmaps
• Helps communicate where you are and were you are going
• Needs to be at the proper level of details
• Needs to be adjusted periodically
• Can it stand on a one pager?
29. Comité suivi Affaires
2016
Fondation
2017
Adoption
2018
Expansion
2019
Optimisation
Thèmes Stratégies clés Q0
Sept 16 – Déc 16
Q1
Jan 17 – Mars 17
Q2
Avril 17 – Juin 17
Q3
Juillet 17 – Sept 17
Q4
Oct 17 – Déc 17
Q1-Q2
Jan 18 – Juin 18
Q3-Q4
Juillet 18 – Déc 18
Q1 à Q4
Structure et
gouvernance de la
mission
Organisation itérative et
incrémentale
Assurer une conversation
stratégique en continue
Projets porteurs Définir un cadre de gestion de
projet Agile
Réaliser des projets Agile
Livraison continue
et
Service
Converger vers des équipes de
livraison stables
Augmenter le rythme des livraisons
Optimiser la chaîne de valeur de
bout en bout
Formation et
gestion du
changement
Former adéquatement les
premières initiatives
Développer de véritable leaders
Agile
Créer des communautés de
pratique vivante
Métriques Maturité Gartner 2- Répétable 3 - Défini 4 – Continue
Taux de pénétration Projet: 10% (2/20)
Continue:20% (1/5)
Projet: 20% (4/20)
Continue: 40% (2/5)
Projet: 40% (8/20)
Continue: 80% (4/5)
Projet: 60%(12/20)
Continue: 100%
Projet: 100%
Continue: 100%
Structurer la mission Établir Indicateurs de
performance
Mesure d’avancement Mesure d’avancement Mesure d’avancement
Rôles en gestion de projet
(CP,SM)
Réalisation de 3 à 5 projets (accompagnement soutenu)
Rôles contenu (AO, PO)
V1 cadre de
gouvernance
V2 cadre de
gouvernance
V3 cadre de
gouvernance
Première équipe de service en mode Kanban
Réviser structure des
équipes de livraison
Analyse d’impact du mode
Kanban pour FastTrack
2 à 3 équipes de livraison continue en mode Kanban
Mise en place Centre
d’excellence Agile
Stratégies Automatisation et Devops
Passage des autres équipes services en mode Kanban
Métriques de reddition
Agile
Savoir-Être Agile au PGP
(Objectifs)
Autonomie du cursus
de formation
Bonifier Outils de gestion
(JIRA)
Sensibilisation Agile pour tous
Formation « Juste à temps » pour les équipes qui démarrent
Mise en place CoP gestion de
projet
Mise en place CoP métiers
Co-développement pour leaders Agile
Alignement investissements
et équipes de livraison
Ajuster stratégies de
formation et mise en
œuvre
Formations spécifiques métiers Agile
Ajustements suite aux apprentissages et à la rétroaction reçu des équipes
• 100 % des projets à composant TI en Agile
• Des livraisons régulières, rapide, pertinentes
• Des équipes stables et productives
• Un leadership Agile et mobilisant
2020: LA RÉFÉRENCE EN AGILITÉ
Planification initiale Planif Q2 Planif Q3 Planif Q4 Planif Q1 Planif Q2 Planif Q3 Planif Q4 Planif Q1-
Q2
Planif Q3-
Q4
Réalisation de 3 à 5 projets (accompagnement minimal)
Réalisation de 2 à 3 projets (accompagnement soutenu)
Réalisation de 2 à 3 projets
(accompagnement minimal)
Réalisation de projets en mode autonome
Stratégies de formation
Gestion de portefeuille Agile
Le collaborateur efficace
Processus de démarrage
Ajuster compétences du
PGP
Management 3.0
Stratégie documentaire
Bilan an 1
Milestones
Themes
Epics
Outcomes
KPIs
31. Traditional: Perform = respect the plan
Zero Variance
• Gantt is king
• Pressure is key (wbs)
• Capacity management is the magic
• Perfect plan is the basis
• Variances are devils
• Rebaselining is the pain
• Out of the triangle is fear
• Padding & rigidity are individual
success factors
Agile: Perform = maximize the value
Zero Latency
• Value breakdown is king
• PDCA Cadency is key
• Synchronisation and collaboration are the magic
• Real facts and learnings are the basis
• Bottlenecks & impediments are devils
• Discipline to clarify the stories is the pain
• Value delivery is the true north
• Focus and fast decisions are collective
success factors
Quality&
efficiency
Human
engagement
Different Cultures of Performance Management
Velocity&
relevance
32. LE NOUVEAU TABLEAU DE BORD – IPV 0,5 Risks &
ANDONS
Quality
Customer
satisfaction
Sécurité - E
Données - F
Infras - G
Training
Workmanships
Communications
Value Points Delivered < > Cumulative expenses
(1600 pts) 16% <> 32% after 4 sprints / 12
Product Epic - A
Product Epic - B
Product Epic - C
Product Epic - D
Security - E
DB & BI - F
Infras - G
Agile Dashboard Example
33. Clarify Teams’ DNA
Team Dynamics
Being Agile
Agile Practices
Doing Agile
Organizational
Support
Outcomes
Value, Quality, Flow
38. What’s in That Trap ?
• Soon as you standardized Agile, you become less Agile
– No more auto-organization
(following a process over
individuals and interactions)
– Less innovation and creativity
(what makes sense in my context)
– Agile Coaches become police
officers
39. Balancing Corporate Standards and
Self-Organized Teams
• Look for DAD “Choice is good” approach
– Milestones objectives vs fixed process
• Use patterns to facilitate conversation with teams (and
executives)
– Ex: 4 patterns to play the Scrum Master role, 3 project inception
options, …
• Don’t worry if two coaches don’t give the same answer…
41. Growing Agile Leadership
Results
Grow people ████████
Dynamize teams █████████████
Manage the ecosystem █████████████
Improve everything ████████████████
Global: 52% █████████████
█████████████████████████
Novice
Advanced
Competent
Profficient
Expert
34%
52%
56%
66%
Grow people
Dynamize teams
Manage the ecosystem
Improve everything
- Clarify roles
- Discuss expected
behaviors
- Auto evaluation
- Observation
- Mentoring
- Coach evaluation
- Community of
Practice
- Codevelopment
- 360 evaluation
42.
43. Make sure you have
a business plan
Structure your
program to deal with
complexity
Select carefully
where to start
Plan, and replan
Change KPIs to
change behaviourSend a physical
signal
Don’t fall into the
standardization trap
Make it stick
Agile transformation journey
44. As a change agent…
• Choose your battle
(let it go)
• Protect yourself
• Reveal the system
• Keep smiling