SlideShare a Scribd company logo
Agile at Scale
How to scale agile working to the next level.
September, 2019
2
© 2019 Deloitte Tax & Consulting
Table of Content
Agile is the new
default
Agile
at scale
Our
approach
Get
in touch
What
we offer
3
© 2019 Deloitte Tax & Consulting
Agile is the new default
way of working
4
© 2019 Deloitte Tax & Consulting
A new mindset for your organization – based on common values and
principles – to achieve better outcomes.
What is agile working?
Key success factors are
The goal is to produce the best possible outcomes for your customers
Coach your leaders to
embrace servant
leadership and to apply
and teach the lean-agile
mindset
Unlock the motivation of
your knowledge workers by
providing autonomy
through empowerment and
trust as well as purpose for
your teams
Focus on quality and
continuous improvement
by optimising your
organisation and its
processes as a whole
utilising system thinking
Ensure that your teams
can produce value
continuously and
sustainably, by limiting
work in progress and
making it visible
5
© 2019 Deloitte Tax & Consulting
Organisations struggle to keep up and are adopting new ways of
working.
Why are organisations adopting Agile?
• Multi-year transformation and project delivery approaches
involving big bang, waterfall and heavyweight/rigid
governance processes, where decisions are slow and
made by committee
• Organisational complexity created by traditional
component delivery models that results in functional silos,
handoffs and waste
• Long lead times for planning and funding impacting the
ability to quickly respond to changing customer needs
Slow speed to market
• Disruption from global innovators competing in new ways,
targeting niche and lucrative segments that previously sat
within the domain of incumbents
• Technology is evolving rapidly, lowering the barriers to
entry and enabling smaller players to compete at scale
• New opportunities requiring capabilities to innovate and
experiment in order to rapidly achieve product/market fit
Increasing competitive pressures
• Leadership with a command and control management
style discourages innovation, creativity and the adoption
of new work practices for continuous improvement
• Hierarchical organisational models take accountability
away from employees and create a lack of trust
• Static delivery ecosystems that are unable to adapt or
improve inevitably reduce employee engagement due to
frustration and lack of impact/progress
Low employee engagement
• Customer experience is a key competitive differentiator,
however traditional delivery methods lack customer focus
and limit the ability to generate fast feedback loops
• Hierarchical organisational models reinforce bureaucracy
and a focus on processes or status, rather than customer
outcomes
• Traditional delivery of understanding of customer needs
and demands does not take into account human centred
design thinking and customer research/insights
Lack of value and poor
customer outcomes
6
© 2019 Deloitte Tax & Consulting
Agile at scale
7
© 2019 Deloitte Tax & Consulting
As organisations adopt Agile beyond IT and for
complex initiatives, team-level Agile is still
great—but no longer sufficient on its own.
Organisations should avoid scaling Agile as long
as possible, but once the Rubicon is reached they
should cross it swiftly with a proven framework
and experienced guides.
8
© 2019 Deloitte Tax & Consulting
There are different signals …
When should you scale by adopting a framework?
When you need a common
approach for all teams in your
organisation to benefit from
synergies and improved
collaboration as everyone speaks
the same language
When you have to coordinate
solution development across
multiple Agile teams, especially
considering aspects like end-to-end
integration and testing
When you want to extend Agile
beyond your IT organisation to
advance towards enterprise agility
or shift from a project to a product
approach
When you want to accelerate your
organisation’s Agile transformation
and you do not have to reinvent
the wheel, a framework will help
you focus on the most challenging
aspects of change
When you have reached a point
where traditional funding processes
hinder value delivery and you plan
to transition to the funding of value
streams and lean budgets
When – last but not least important
– your organisation has to comply
with regulation and industry
standards, frameworks provide
guidance and best practices
9
© 2019 Deloitte Tax & Consulting
SAFe is a mature and proven framework, providing end-to-end tools and
practices to scale Agile for programs and the enterprise.
What is SAFe?
Team Level – Foundation for Agile Delivery
Program Level – Alignment and Cadence for Scrum Teams
Portfolio Level – Strategy Execution for the Enterprise
Sprint
Portfolio
Backlog
Program
Backlog
Team
Backlog
Epics
Features
Stories
Sprint Sprint Sprint Sprint
2-3 weeks
8-12 weeks
Portfolio Kanban and Planning Horizons
Scrum
SAFe
…
Team A
Team B
Team C
Program Increment
Features ready for release
1 Scrum
Team
n Scrum
Teams
Agile Release Train (ART)
n
ARTs
The key layers of SAFe
SAFe can look complex at first glance
– but it can be distilled down to three
core layers, which enable the
successful scaling of Agile
SAFe ensures alignment while
enabling autonomy and decentralised
decision-making on each layer within
defined guardrails and with a common
delivery cadence
SAFe provides a complete toolkit for
organisations implementing Agile –
especially for organisations where
multiple Agile teams need to work
together to deliver solutions
10
© 2019 Deloitte Tax & Consulting
SAFe is the leading framework for the scaling of Agile and there are
good reasons for this.
Why do we think SAFe is right for you?
SAFe combines
Agile, Lean and
DevOps into a
holistic framework
1
It is already used by
many organisations
across industries,
including financial
services, technology,
automotive,
aerospace, aviation
and the public sector
2
Combines the
necessary theoretical
underpinning with
tools and best
practices
3
SAFe comes with an
implementation
roadmap that has
been proven to
support a successful
rollout of SAFe in
organisations
4
Provides a
structured training
program to support
the adoption of SAFe
5
11
© 2019 Deloitte Tax & Consulting
Our approach
12
© 2019 Deloitte Tax & Consulting
It is all about the outcome.
Our way of working.
People centric
Training and
coaching for your
leaders and teams
Collaborative
Working with you
to tailor the
framework to your
specific needs
Incremental
Generating quick
wins is key for any
successful
transformation
Accelerated
Using the SAFe
implementation
roadmap as a
starting point for
faster results
Holistic
Considering your
context to help you
maximise value
13
© 2019 Deloitte Tax & Consulting
What we offer
14
© 2019 Deloitte Tax & Consulting
Our value proposition.
Why Deloitte.
We know
Agile
Deloitte uses its Agile
expertise to help clients
in a wide range of
industries to achieve
better outcomes
We know your
Industry
We have deep
knowledge of your
industry and its unique
challenges.
We know
Technology
Deloitte is a leaderin
applying new
technologies to help you
transform the way you
work
We have the
Ecosystem
We are part of a global
network of Agile
practitioners and
partners
15
© 2019 Deloitte Tax & Consulting
From an assessment of existing Agile practices to training and coaching
and implementation consulting.
We can help you scale.
We assess your current practices
and maturity across software
engineering, product development,
architecture and your organisation’s
agility.
We offer workshops and simulations
on the new way of working from
executive workshops, to value
stream analysis and DevOps.
Discover
Our certified SAFe Program
Consultants will guide you along the
SAFe implementation roadmap.
Our trainers facilitate SAFe courses
with certifications:
• Leading SAFe
• SAFe for Teams
• SAFe Product Owner/Product
Manager
• SAFe Scrum Master
• SAFe Advanced Scrum Master
• SAFe for Architects
• SAFe DevOps
• SAFe for Government
• SAFe Lean Portfolio
Management
Implement
Our coaches support your leaders
and teams not only during the
transition, but also during the
sustain and improvement phase.
Once you have reached a level
where you want to extend your
practices, we will provide guidance
and training e.g. when you add a
layer of SAFe or just want to
implement Agile tooling.
Sustain & Improve
16
© 2019 Deloitte Tax & Consulting
Get in touch
17
© 2019 Deloitte Tax & Consulting
We’re looking forward to working with you
Ready to scale?
Patrick Laurent
Partner
Technology & Innovation
Leader
palaurent@deloitte.lu
Georges Wantz
Managing Director
Technology & Architecture
gwantz@deloitte.lu
Dr. Marc Sniukas
Director
Innovation
msniukas@deloitte.lu
Joachim Sammer
Enterprise Agile Coach
SAFe Program Consultant
jsammer@deloitte.lu
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms and their related entities.
DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities. DTTL does not provide
services to clients. Please see www.deloitte.com/about to learn more.
Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our network
of member firms in more than 150 countries and territories serves four out of five Fortune Global 500® companies. Learn how Deloitte’s
approximately 286,000 people make an impact that matters at www.deloitte.com.
This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms or their related entities
(collectively, the “Deloitte network”) is, by means of this communication, rendering professional advice or services. Before making any decision
or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte
network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.
© 2019 Deloitte Tax & Consulting
Designed and produced by Marcom at Deloitte Luxembourg

More Related Content

Similar to lu-agile-services.pdf

Agile And Lean Transformation: Creating a Foundation for Success
Agile And Lean Transformation: Creating a Foundation for SuccessAgile And Lean Transformation: Creating a Foundation for Success
Agile And Lean Transformation: Creating a Foundation for Success
Cognizant
 
Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?
Nicola Dourambeis
 
Building Out Business Process Capabilities With Business Process Centers of E...
Building Out Business Process Capabilities With Business Process Centers of E...Building Out Business Process Capabilities With Business Process Centers of E...
Building Out Business Process Capabilities With Business Process Centers of E...
Centric Consulting
 
7 pointers to building a robust shared services business case
7 pointers to building a robust shared services business case7 pointers to building a robust shared services business case
7 pointers to building a robust shared services business case
Chazey Partners
 
M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016John Christman
 
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Wellingtone
 
SAFe Agile Certification: Benefits & Exam Pattern
SAFe Agile Certification: Benefits & Exam PatternSAFe Agile Certification: Benefits & Exam Pattern
SAFe Agile Certification: Benefits & Exam Pattern
Advance Agility
 
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
VersionOne
 
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfA Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
eprentise
 
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?
Advance Agility
 
Lean Transformation_Insurance
Lean Transformation_InsuranceLean Transformation_Insurance
Lean Transformation_InsuranceGeorge Bowman
 
Continuous improvement for small businesses - software-as-a-service
Continuous improvement for small businesses  - software-as-a-serviceContinuous improvement for small businesses  - software-as-a-service
Continuous improvement for small businesses - software-as-a-service
TOPP Tactical Intelligence Ltd
 
Core competencies operational_strategy
Core competencies operational_strategyCore competencies operational_strategy
Core competencies operational_strategy
Kinetik Solutions Ltd
 
rally-business-agility-survival-guide-digital
rally-business-agility-survival-guide-digitalrally-business-agility-survival-guide-digital
rally-business-agility-survival-guide-digitalPhillip McKenzie Smith
 
L Holution Srochure B Pervices V1
L Holution Srochure B Pervices V1L Holution Srochure B Pervices V1
L Holution Srochure B Pervices V1James McDermott
 
Establishing an Effective PMO
Establishing an Effective PMOEstablishing an Effective PMO
Establishing an Effective PMO
Business Beam
 
Lean Business Solutions Products
Lean Business Solutions ProductsLean Business Solutions Products
Lean Business Solutions Products
Colin Parry
 

Similar to lu-agile-services.pdf (20)

Agile And Lean Transformation: Creating a Foundation for Success
Agile And Lean Transformation: Creating a Foundation for SuccessAgile And Lean Transformation: Creating a Foundation for Success
Agile And Lean Transformation: Creating a Foundation for Success
 
Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?
 
Building Out Business Process Capabilities With Business Process Centers of E...
Building Out Business Process Capabilities With Business Process Centers of E...Building Out Business Process Capabilities With Business Process Centers of E...
Building Out Business Process Capabilities With Business Process Centers of E...
 
7 pointers to building a robust shared services business case
7 pointers to building a robust shared services business case7 pointers to building a robust shared services business case
7 pointers to building a robust shared services business case
 
Services
ServicesServices
Services
 
M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016
 
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
 
SAFe Agile Certification: Benefits & Exam Pattern
SAFe Agile Certification: Benefits & Exam PatternSAFe Agile Certification: Benefits & Exam Pattern
SAFe Agile Certification: Benefits & Exam Pattern
 
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...
 
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfA Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
 
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?
What are the Steps to Becoming a Scaled Agile Framework (SAFe) Trainer?
 
Lean Transformation_Insurance
Lean Transformation_InsuranceLean Transformation_Insurance
Lean Transformation_Insurance
 
Continuous improvement for small businesses - software-as-a-service
Continuous improvement for small businesses  - software-as-a-serviceContinuous improvement for small businesses  - software-as-a-service
Continuous improvement for small businesses - software-as-a-service
 
Lean Sigma Experts Australia e-brochure
Lean Sigma Experts Australia e-brochureLean Sigma Experts Australia e-brochure
Lean Sigma Experts Australia e-brochure
 
driving-innovation
driving-innovationdriving-innovation
driving-innovation
 
Core competencies operational_strategy
Core competencies operational_strategyCore competencies operational_strategy
Core competencies operational_strategy
 
rally-business-agility-survival-guide-digital
rally-business-agility-survival-guide-digitalrally-business-agility-survival-guide-digital
rally-business-agility-survival-guide-digital
 
L Holution Srochure B Pervices V1
L Holution Srochure B Pervices V1L Holution Srochure B Pervices V1
L Holution Srochure B Pervices V1
 
Establishing an Effective PMO
Establishing an Effective PMOEstablishing an Effective PMO
Establishing an Effective PMO
 
Lean Business Solutions Products
Lean Business Solutions ProductsLean Business Solutions Products
Lean Business Solutions Products
 

Recently uploaded

HYDROPOWER - Hydroelectric power generation
HYDROPOWER - Hydroelectric power generationHYDROPOWER - Hydroelectric power generation
HYDROPOWER - Hydroelectric power generation
Robbie Edward Sayers
 
addressing modes in computer architecture
addressing modes  in computer architectureaddressing modes  in computer architecture
addressing modes in computer architecture
ShahidSultan24
 
Halogenation process of chemical process industries
Halogenation process of chemical process industriesHalogenation process of chemical process industries
Halogenation process of chemical process industries
MuhammadTufail242431
 
Architectural Portfolio Sean Lockwood
Architectural Portfolio Sean LockwoodArchitectural Portfolio Sean Lockwood
Architectural Portfolio Sean Lockwood
seandesed
 
Top 10 Oil and Gas Projects in Saudi Arabia 2024.pdf
Top 10 Oil and Gas Projects in Saudi Arabia 2024.pdfTop 10 Oil and Gas Projects in Saudi Arabia 2024.pdf
Top 10 Oil and Gas Projects in Saudi Arabia 2024.pdf
Teleport Manpower Consultant
 
DESIGN A COTTON SEED SEPARATION MACHINE.docx
DESIGN A COTTON SEED SEPARATION MACHINE.docxDESIGN A COTTON SEED SEPARATION MACHINE.docx
DESIGN A COTTON SEED SEPARATION MACHINE.docx
FluxPrime1
 
ethical hacking-mobile hacking methods.ppt
ethical hacking-mobile hacking methods.pptethical hacking-mobile hacking methods.ppt
ethical hacking-mobile hacking methods.ppt
Jayaprasanna4
 
Automobile Management System Project Report.pdf
Automobile Management System Project Report.pdfAutomobile Management System Project Report.pdf
Automobile Management System Project Report.pdf
Kamal Acharya
 
Design and Analysis of Algorithms-DP,Backtracking,Graphs,B&B
Design and Analysis of Algorithms-DP,Backtracking,Graphs,B&BDesign and Analysis of Algorithms-DP,Backtracking,Graphs,B&B
Design and Analysis of Algorithms-DP,Backtracking,Graphs,B&B
Sreedhar Chowdam
 
Gen AI Study Jams _ For the GDSC Leads in India.pdf
Gen AI Study Jams _ For the GDSC Leads in India.pdfGen AI Study Jams _ For the GDSC Leads in India.pdf
Gen AI Study Jams _ For the GDSC Leads in India.pdf
gdsczhcet
 
MCQ Soil mechanics questions (Soil shear strength).pdf
MCQ Soil mechanics questions (Soil shear strength).pdfMCQ Soil mechanics questions (Soil shear strength).pdf
MCQ Soil mechanics questions (Soil shear strength).pdf
Osamah Alsalih
 
Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...
Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...
Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...
AJAYKUMARPUND1
 
J.Yang, ICLR 2024, MLILAB, KAIST AI.pdf
J.Yang,  ICLR 2024, MLILAB, KAIST AI.pdfJ.Yang,  ICLR 2024, MLILAB, KAIST AI.pdf
J.Yang, ICLR 2024, MLILAB, KAIST AI.pdf
MLILAB
 
weather web application report.pdf
weather web application report.pdfweather web application report.pdf
weather web application report.pdf
Pratik Pawar
 
Final project report on grocery store management system..pdf
Final project report on grocery store management system..pdfFinal project report on grocery store management system..pdf
Final project report on grocery store management system..pdf
Kamal Acharya
 
Vaccine management system project report documentation..pdf
Vaccine management system project report documentation..pdfVaccine management system project report documentation..pdf
Vaccine management system project report documentation..pdf
Kamal Acharya
 
CME397 Surface Engineering- Professional Elective
CME397 Surface Engineering- Professional ElectiveCME397 Surface Engineering- Professional Elective
CME397 Surface Engineering- Professional Elective
karthi keyan
 
Democratizing Fuzzing at Scale by Abhishek Arya
Democratizing Fuzzing at Scale by Abhishek AryaDemocratizing Fuzzing at Scale by Abhishek Arya
Democratizing Fuzzing at Scale by Abhishek Arya
abh.arya
 
road safety engineering r s e unit 3.pdf
road safety engineering  r s e unit 3.pdfroad safety engineering  r s e unit 3.pdf
road safety engineering r s e unit 3.pdf
VENKATESHvenky89705
 
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...
Dr.Costas Sachpazis
 

Recently uploaded (20)

HYDROPOWER - Hydroelectric power generation
HYDROPOWER - Hydroelectric power generationHYDROPOWER - Hydroelectric power generation
HYDROPOWER - Hydroelectric power generation
 
addressing modes in computer architecture
addressing modes  in computer architectureaddressing modes  in computer architecture
addressing modes in computer architecture
 
Halogenation process of chemical process industries
Halogenation process of chemical process industriesHalogenation process of chemical process industries
Halogenation process of chemical process industries
 
Architectural Portfolio Sean Lockwood
Architectural Portfolio Sean LockwoodArchitectural Portfolio Sean Lockwood
Architectural Portfolio Sean Lockwood
 
Top 10 Oil and Gas Projects in Saudi Arabia 2024.pdf
Top 10 Oil and Gas Projects in Saudi Arabia 2024.pdfTop 10 Oil and Gas Projects in Saudi Arabia 2024.pdf
Top 10 Oil and Gas Projects in Saudi Arabia 2024.pdf
 
DESIGN A COTTON SEED SEPARATION MACHINE.docx
DESIGN A COTTON SEED SEPARATION MACHINE.docxDESIGN A COTTON SEED SEPARATION MACHINE.docx
DESIGN A COTTON SEED SEPARATION MACHINE.docx
 
ethical hacking-mobile hacking methods.ppt
ethical hacking-mobile hacking methods.pptethical hacking-mobile hacking methods.ppt
ethical hacking-mobile hacking methods.ppt
 
Automobile Management System Project Report.pdf
Automobile Management System Project Report.pdfAutomobile Management System Project Report.pdf
Automobile Management System Project Report.pdf
 
Design and Analysis of Algorithms-DP,Backtracking,Graphs,B&B
Design and Analysis of Algorithms-DP,Backtracking,Graphs,B&BDesign and Analysis of Algorithms-DP,Backtracking,Graphs,B&B
Design and Analysis of Algorithms-DP,Backtracking,Graphs,B&B
 
Gen AI Study Jams _ For the GDSC Leads in India.pdf
Gen AI Study Jams _ For the GDSC Leads in India.pdfGen AI Study Jams _ For the GDSC Leads in India.pdf
Gen AI Study Jams _ For the GDSC Leads in India.pdf
 
MCQ Soil mechanics questions (Soil shear strength).pdf
MCQ Soil mechanics questions (Soil shear strength).pdfMCQ Soil mechanics questions (Soil shear strength).pdf
MCQ Soil mechanics questions (Soil shear strength).pdf
 
Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...
Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...
Pile Foundation by Venkatesh Taduvai (Sub Geotechnical Engineering II)-conver...
 
J.Yang, ICLR 2024, MLILAB, KAIST AI.pdf
J.Yang,  ICLR 2024, MLILAB, KAIST AI.pdfJ.Yang,  ICLR 2024, MLILAB, KAIST AI.pdf
J.Yang, ICLR 2024, MLILAB, KAIST AI.pdf
 
weather web application report.pdf
weather web application report.pdfweather web application report.pdf
weather web application report.pdf
 
Final project report on grocery store management system..pdf
Final project report on grocery store management system..pdfFinal project report on grocery store management system..pdf
Final project report on grocery store management system..pdf
 
Vaccine management system project report documentation..pdf
Vaccine management system project report documentation..pdfVaccine management system project report documentation..pdf
Vaccine management system project report documentation..pdf
 
CME397 Surface Engineering- Professional Elective
CME397 Surface Engineering- Professional ElectiveCME397 Surface Engineering- Professional Elective
CME397 Surface Engineering- Professional Elective
 
Democratizing Fuzzing at Scale by Abhishek Arya
Democratizing Fuzzing at Scale by Abhishek AryaDemocratizing Fuzzing at Scale by Abhishek Arya
Democratizing Fuzzing at Scale by Abhishek Arya
 
road safety engineering r s e unit 3.pdf
road safety engineering  r s e unit 3.pdfroad safety engineering  r s e unit 3.pdf
road safety engineering r s e unit 3.pdf
 
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...
 

lu-agile-services.pdf

  • 1. Agile at Scale How to scale agile working to the next level. September, 2019
  • 2. 2 © 2019 Deloitte Tax & Consulting Table of Content Agile is the new default Agile at scale Our approach Get in touch What we offer
  • 3. 3 © 2019 Deloitte Tax & Consulting Agile is the new default way of working
  • 4. 4 © 2019 Deloitte Tax & Consulting A new mindset for your organization – based on common values and principles – to achieve better outcomes. What is agile working? Key success factors are The goal is to produce the best possible outcomes for your customers Coach your leaders to embrace servant leadership and to apply and teach the lean-agile mindset Unlock the motivation of your knowledge workers by providing autonomy through empowerment and trust as well as purpose for your teams Focus on quality and continuous improvement by optimising your organisation and its processes as a whole utilising system thinking Ensure that your teams can produce value continuously and sustainably, by limiting work in progress and making it visible
  • 5. 5 © 2019 Deloitte Tax & Consulting Organisations struggle to keep up and are adopting new ways of working. Why are organisations adopting Agile? • Multi-year transformation and project delivery approaches involving big bang, waterfall and heavyweight/rigid governance processes, where decisions are slow and made by committee • Organisational complexity created by traditional component delivery models that results in functional silos, handoffs and waste • Long lead times for planning and funding impacting the ability to quickly respond to changing customer needs Slow speed to market • Disruption from global innovators competing in new ways, targeting niche and lucrative segments that previously sat within the domain of incumbents • Technology is evolving rapidly, lowering the barriers to entry and enabling smaller players to compete at scale • New opportunities requiring capabilities to innovate and experiment in order to rapidly achieve product/market fit Increasing competitive pressures • Leadership with a command and control management style discourages innovation, creativity and the adoption of new work practices for continuous improvement • Hierarchical organisational models take accountability away from employees and create a lack of trust • Static delivery ecosystems that are unable to adapt or improve inevitably reduce employee engagement due to frustration and lack of impact/progress Low employee engagement • Customer experience is a key competitive differentiator, however traditional delivery methods lack customer focus and limit the ability to generate fast feedback loops • Hierarchical organisational models reinforce bureaucracy and a focus on processes or status, rather than customer outcomes • Traditional delivery of understanding of customer needs and demands does not take into account human centred design thinking and customer research/insights Lack of value and poor customer outcomes
  • 6. 6 © 2019 Deloitte Tax & Consulting Agile at scale
  • 7. 7 © 2019 Deloitte Tax & Consulting As organisations adopt Agile beyond IT and for complex initiatives, team-level Agile is still great—but no longer sufficient on its own. Organisations should avoid scaling Agile as long as possible, but once the Rubicon is reached they should cross it swiftly with a proven framework and experienced guides.
  • 8. 8 © 2019 Deloitte Tax & Consulting There are different signals … When should you scale by adopting a framework? When you need a common approach for all teams in your organisation to benefit from synergies and improved collaboration as everyone speaks the same language When you have to coordinate solution development across multiple Agile teams, especially considering aspects like end-to-end integration and testing When you want to extend Agile beyond your IT organisation to advance towards enterprise agility or shift from a project to a product approach When you want to accelerate your organisation’s Agile transformation and you do not have to reinvent the wheel, a framework will help you focus on the most challenging aspects of change When you have reached a point where traditional funding processes hinder value delivery and you plan to transition to the funding of value streams and lean budgets When – last but not least important – your organisation has to comply with regulation and industry standards, frameworks provide guidance and best practices
  • 9. 9 © 2019 Deloitte Tax & Consulting SAFe is a mature and proven framework, providing end-to-end tools and practices to scale Agile for programs and the enterprise. What is SAFe? Team Level – Foundation for Agile Delivery Program Level – Alignment and Cadence for Scrum Teams Portfolio Level – Strategy Execution for the Enterprise Sprint Portfolio Backlog Program Backlog Team Backlog Epics Features Stories Sprint Sprint Sprint Sprint 2-3 weeks 8-12 weeks Portfolio Kanban and Planning Horizons Scrum SAFe … Team A Team B Team C Program Increment Features ready for release 1 Scrum Team n Scrum Teams Agile Release Train (ART) n ARTs The key layers of SAFe SAFe can look complex at first glance – but it can be distilled down to three core layers, which enable the successful scaling of Agile SAFe ensures alignment while enabling autonomy and decentralised decision-making on each layer within defined guardrails and with a common delivery cadence SAFe provides a complete toolkit for organisations implementing Agile – especially for organisations where multiple Agile teams need to work together to deliver solutions
  • 10. 10 © 2019 Deloitte Tax & Consulting SAFe is the leading framework for the scaling of Agile and there are good reasons for this. Why do we think SAFe is right for you? SAFe combines Agile, Lean and DevOps into a holistic framework 1 It is already used by many organisations across industries, including financial services, technology, automotive, aerospace, aviation and the public sector 2 Combines the necessary theoretical underpinning with tools and best practices 3 SAFe comes with an implementation roadmap that has been proven to support a successful rollout of SAFe in organisations 4 Provides a structured training program to support the adoption of SAFe 5
  • 11. 11 © 2019 Deloitte Tax & Consulting Our approach
  • 12. 12 © 2019 Deloitte Tax & Consulting It is all about the outcome. Our way of working. People centric Training and coaching for your leaders and teams Collaborative Working with you to tailor the framework to your specific needs Incremental Generating quick wins is key for any successful transformation Accelerated Using the SAFe implementation roadmap as a starting point for faster results Holistic Considering your context to help you maximise value
  • 13. 13 © 2019 Deloitte Tax & Consulting What we offer
  • 14. 14 © 2019 Deloitte Tax & Consulting Our value proposition. Why Deloitte. We know Agile Deloitte uses its Agile expertise to help clients in a wide range of industries to achieve better outcomes We know your Industry We have deep knowledge of your industry and its unique challenges. We know Technology Deloitte is a leaderin applying new technologies to help you transform the way you work We have the Ecosystem We are part of a global network of Agile practitioners and partners
  • 15. 15 © 2019 Deloitte Tax & Consulting From an assessment of existing Agile practices to training and coaching and implementation consulting. We can help you scale. We assess your current practices and maturity across software engineering, product development, architecture and your organisation’s agility. We offer workshops and simulations on the new way of working from executive workshops, to value stream analysis and DevOps. Discover Our certified SAFe Program Consultants will guide you along the SAFe implementation roadmap. Our trainers facilitate SAFe courses with certifications: • Leading SAFe • SAFe for Teams • SAFe Product Owner/Product Manager • SAFe Scrum Master • SAFe Advanced Scrum Master • SAFe for Architects • SAFe DevOps • SAFe for Government • SAFe Lean Portfolio Management Implement Our coaches support your leaders and teams not only during the transition, but also during the sustain and improvement phase. Once you have reached a level where you want to extend your practices, we will provide guidance and training e.g. when you add a layer of SAFe or just want to implement Agile tooling. Sustain & Improve
  • 16. 16 © 2019 Deloitte Tax & Consulting Get in touch
  • 17. 17 © 2019 Deloitte Tax & Consulting We’re looking forward to working with you Ready to scale? Patrick Laurent Partner Technology & Innovation Leader palaurent@deloitte.lu Georges Wantz Managing Director Technology & Architecture gwantz@deloitte.lu Dr. Marc Sniukas Director Innovation msniukas@deloitte.lu Joachim Sammer Enterprise Agile Coach SAFe Program Consultant jsammer@deloitte.lu
  • 18. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more. Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our network of member firms in more than 150 countries and territories serves four out of five Fortune Global 500® companies. Learn how Deloitte’s approximately 286,000 people make an impact that matters at www.deloitte.com. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms or their related entities (collectively, the “Deloitte network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. © 2019 Deloitte Tax & Consulting Designed and produced by Marcom at Deloitte Luxembourg