The document discusses scaling agile and the law of diminishing returns. It provides an overview of scaled agile frameworks and notes that scaling requires a confident team and strong existing practices. The law of diminishing returns is explained, where additional inputs provide decreasing marginal returns. When scaling agile, diminishing returns can occur due to a lack of engineering foundations, lack of management buy-in, and an over-reliance on consultants. Solutions include focusing on strong engineering practices first before scaling further.
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 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.
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
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
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.
Creating transformation in Healthcare by Banu Gülsün, Mutlu Çiçek and Onur Ön...Bosnia Agile
In this session you will be witnessing our agile transformation journey in the healthcare business through 4 key steps:
Cultural & Mindset Change (Agile Leaders)
New Ways of Working (Pilot Squads)
Sustainable Scale (Agile Coaches)
Business Agility Scale (New Operating Model)
While we are sharing our transformation canvas, you may find yourself visualizing yours that will also trigger your creativity.
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 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.
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
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
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.
Creating transformation in Healthcare by Banu Gülsün, Mutlu Çiçek and Onur Ön...Bosnia Agile
In this session you will be witnessing our agile transformation journey in the healthcare business through 4 key steps:
Cultural & Mindset Change (Agile Leaders)
New Ways of Working (Pilot Squads)
Sustainable Scale (Agile Coaches)
Business Agility Scale (New Operating Model)
While we are sharing our transformation canvas, you may find yourself visualizing yours that will also trigger your creativity.
People everywhere are talking about scaling agile and different frameworks and ideas to support this. Fancy and rather complicated scaling agile frameworks have not only taken shape but probably have started becoming mainstream. All these frameworks apparently claim to facilitate communication and collaboration.
However, as group size rises, all sorts of issues emerges. Even if more people provide a greater pool of resources, they also require greater amounts of coordination and management, to the point where size becomes an impediment. Scaling up might trigger not only “coordination loss” & “motivation loss” but also “relational loss”.
Small teams are agile!! I guess, thats the reason Scrum urges to work in small teams. As small as 5 to 9 members. So let’s explore if there is a possibility to scale down instead of scaling up? And, how can you scale down? What does it take? Has anyone scaled down yet? Is there a structure to scale down? Can it be replicated?
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.
At Cegeka we've developed an Agile Transformation approach, based on my Agile Transformation model and on the Situational Coaching Model, developed by myself and Jan De Baere. We presented this on the 17 of November to a group of business leaders and agile leaders.
This helps organisation to strat the agile transformation or in between their journey to see all the critical information in one signle canvass also know what are important aspects to transformation by a simple model.
Behind the scenes of retrospective workshop-goat16-november 21th-2016-hand-outJesus Mendez
Here is a special hand-out that I've made specially for you, with all the information that I've shared during the Workshop that I've delivered at #GOAT2016.
I wish you have fun and get inspired to do something super cool with it. If so, please don't forget to share it.
Cheers,
Jesus
Agile strategic planning: increasing velocity in an organizationAgile Montréal
Existing strategic planning methods are not well adapted to this century.We created a new strategic planning methodology based on the widely known and recognized principles of agile. This method is adapted to the new reality of speed. Agility and velocity are not only necessary but critical to stay ahead. Using agile at the strategic level helps organizations move faster & become more transparent.
---
Nectarios Economakis
Nectarios was the first employee in business development at Google Montreal, helping to generate a year-over-year average growth of 50% since 2011. He participated in the growth of sales and profitability of many large corporations.
Previously, he held positions at Cesart Marketing and Media Experts where he led their search marketing teams. Nectar holds a MSc from the John Molson School of Business, where his thesis compared the effects of online advertising on consumer search behavior. He is an investor, and sits on the board of several start ups.
The Future of Collaboration in Project Management: Boost Team Engagement with...Aggregage
Agile Methodology has led to an era of transparency and collaboration within software and development teams. However, as many project managers have discovered, agile can work in non-technical teams as well. But how about managing both? How do we bridge the gap between technical and non-technical teams to create a holistically agile project? The key is engagement. The engineering team doesn't need to have marketing degrees, and the marketing team doesn’t need a coding bootcamp. What they do need is a sense of engagement in each aspect of the project, and the ability to collaborate as effectively as possible.
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.
Agile Project Management reduces the complexity of the project by breaking the projects into smaller modules. It is an iterative approach for planning and guiding project process.
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
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
People everywhere are talking about scaling agile and different frameworks and ideas to support this. Fancy and rather complicated scaling agile frameworks have not only taken shape but probably have started becoming mainstream. All these frameworks apparently claim to facilitate communication and collaboration.
However, as group size rises, all sorts of issues emerges. Even if more people provide a greater pool of resources, they also require greater amounts of coordination and management, to the point where size becomes an impediment. Scaling up might trigger not only “coordination loss” & “motivation loss” but also “relational loss”.
Small teams are agile!! I guess, thats the reason Scrum urges to work in small teams. As small as 5 to 9 members. So let’s explore if there is a possibility to scale down instead of scaling up? And, how can you scale down? What does it take? Has anyone scaled down yet? Is there a structure to scale down? Can it be replicated?
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.
At Cegeka we've developed an Agile Transformation approach, based on my Agile Transformation model and on the Situational Coaching Model, developed by myself and Jan De Baere. We presented this on the 17 of November to a group of business leaders and agile leaders.
This helps organisation to strat the agile transformation or in between their journey to see all the critical information in one signle canvass also know what are important aspects to transformation by a simple model.
Behind the scenes of retrospective workshop-goat16-november 21th-2016-hand-outJesus Mendez
Here is a special hand-out that I've made specially for you, with all the information that I've shared during the Workshop that I've delivered at #GOAT2016.
I wish you have fun and get inspired to do something super cool with it. If so, please don't forget to share it.
Cheers,
Jesus
Agile strategic planning: increasing velocity in an organizationAgile Montréal
Existing strategic planning methods are not well adapted to this century.We created a new strategic planning methodology based on the widely known and recognized principles of agile. This method is adapted to the new reality of speed. Agility and velocity are not only necessary but critical to stay ahead. Using agile at the strategic level helps organizations move faster & become more transparent.
---
Nectarios Economakis
Nectarios was the first employee in business development at Google Montreal, helping to generate a year-over-year average growth of 50% since 2011. He participated in the growth of sales and profitability of many large corporations.
Previously, he held positions at Cesart Marketing and Media Experts where he led their search marketing teams. Nectar holds a MSc from the John Molson School of Business, where his thesis compared the effects of online advertising on consumer search behavior. He is an investor, and sits on the board of several start ups.
The Future of Collaboration in Project Management: Boost Team Engagement with...Aggregage
Agile Methodology has led to an era of transparency and collaboration within software and development teams. However, as many project managers have discovered, agile can work in non-technical teams as well. But how about managing both? How do we bridge the gap between technical and non-technical teams to create a holistically agile project? The key is engagement. The engineering team doesn't need to have marketing degrees, and the marketing team doesn’t need a coding bootcamp. What they do need is a sense of engagement in each aspect of the project, and the ability to collaborate as effectively as possible.
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.
Agile Project Management reduces the complexity of the project by breaking the projects into smaller modules. It is an iterative approach for planning and guiding project process.
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
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
AgileLIVE: Scaling Agile Faster, Easier, Smarter with SAFe and VersionOne - P...VersionOne
Dean Leffingwell, creator of SAFe, and Lee Cunningham, director of enterprise agile, at VersionOne, share insights on successful and repeatable patterns for implementing SAFe, the role of lean/agile leadership for transformational change, and more. Watch the webinar: http://bit.ly/1dZobtK
In the last years many enterprises have decided to make Agile transformation in order to improve products delivery and to increase customer satisfaction. Also they want happy people while working on these products.
Self-managed teams are working since more than a decade with success. some of these teams belong to non-agile organizations, that in some way make no easy to perform their work while ensuring Agile values and principles.
When the complexity of these environments is high, new formats for communication and governance are needed. Scaled Agile Frameworks can be used in order to avoid this kind of troubles and resolve decision making with success.
SAFe is one of the mayor frameworks used to scale Agile at enterprise, in this talk we will discover why.
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.
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
Agile network India | Scaling Agile Day @Gurugram | Agile Operating Model & ...AgileNetwork
Abstract:
In this session, we would be talking on agile operating model strategy, for a back-office service-operations team, in a non-technology domain, along with its change enablement across an enterprise level (across multiple thousands) scale.
Key Takeaways:
1. Understanding how Agile operates on a large scale enterprise level in service operation non-IT domain
2. Will get some practical insights on how such Change Enablement happen in large scale enterprise orgs
3. Also, what are some of the challenges while undergoing such a change enablement.
The new Scrum is more generic, allows life cycles with small increments and quick releases, but offers even less guidance for these cases. Scrum is based on lean thinking but most lean thinking is not represented here.
In Disciplined Agile, we find this guidance needed to use the new opportunities allowed by Scrum and a much more effective application of lean thinking.
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
Keynote stop scaling... start growing an agile organization!Andrea Tomasini
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another…
It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.
Measuring What Matters in Your Agile TransformationBrad Swanson
So you’ve decided to “go Agile”. Why? How can you clearly articulate the business goals of your agile transformation, and how can you effectively measure your progress and success?
We will show how to use the Agile Strategy Map™ to define your Agile transformation strategy, and give real-world examples of strategies used successfully by many organizations. Participants will get practice using the Strategy Map and identifying some metrics that matter.
Before starting the journey to becoming an agile organization, it’s critical to define your business objectives: quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or whatever challenges you need to address. To make those goals real, they need to be measurable. Because the journey may be long, you need both leading indicators to know if you’re going in the right direction, and lagging indicators to tell if your goals have been met.
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
How to Jumpstart Enterprise Agile AdoptionTechWell
Want to get a jumpstart on agile adoption in your organization? Begin by leveraging a roadmap that Intuit has used for rolling out enterprise agile to its business units. While there is no single way to bring enterprise agile into your organization, Alan Padula describes a model that has worked repeatedly. The important first step is to create a vision of what full agile adoption looks like. Once a rich vision is created describing what people will be doing and how they will be doing it, create a roadmap, a time-sequenced plan with milestones. Each milestone has a description of everyone’s job responsibilities, the measurements to take along the way, the personal and business benefit, and the set of activities planned in order to achieve each succeeding milestone. Key transition activities include training, infrastructure, change leadership, planning, and governance. Join Alan for the jumpstart you need to successfully adopt agile in your organization.
Agile Transformation Journey in Saudi Public IT Sector (By Sultan Al Suhaibani)Agile Days Middle East
This presentation would cover lessons learned in trying to adopt Agile working practices within the Saudi public sector. We will discuss what has worked and more so what has not worked.
The realities of high-pressure delivery commitments and how to secure executive buy-in to support such teams.
We will take the opportunity to share what Agile practices and techniques are being applied and how business teams are succeeding in their adoption of Agile.
We will also shed light on how public sector can meet their Vision 2030 objectives for effective governance through fostering collaboration, embracing transparency and engaging everyone, which are hallmarks of Agile.
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management:
Work Management
Capacity Management
Financial Management
Value Management
Continuous planning
Continuous Visibility
APM session will help you look at the portfolio in different way; and help you outpace changing business.
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade.
‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world.
Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed.
Software 4.0 framework leverages nexus of following methodologies / initiatives –
Business Model Canvas for value promise
Design thinking
Hackathon
Modular Architecture
Agile-at-scale
CLM platform & Continuous Engineering
Machine Learning
Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources.
Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Agenda
▶ Overview of Scaled Agile
– What is Scaled Agile?
– What are the options?
– Are they good or bad?
▶ Law of Diminishing Return
▶ Deeper Look in to Agile at Scale
2
Objective:
1. We will try to understand how Scaling Agile could go wrong
2. And how we should try doing it right
4. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
▶ What is Scaled Agile:
– In simple words, it’s a framework for adopting Agile at Enterprise level
▶ What are our options:
– SAFe (Dean Leffingwell)
– DAD - Disciplined Agile Delivery (Scott Ambler and Mark Lines)
– LeSS – Large Scale Scrum (Craig Larman)
– Scrum at Scale (Alex Brown and Jeff Sutherland)
– Scaling Scrum (Ken Schwaber)
– Home Grown?
– …
▶ Are these options Good? Bad?
– We will discuss
– But…
Scaled Agile
4
6. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Law of Diminishing Return
In economics, diminishing returns (“law of diminishing returns”) is the decrease in
the marginal (incremental) output of a production process as the amount of a single
factor of production is incrementally increased, while the amounts of all other factors
of production stay constant.
Example:
Assume we have a plot of land growing corn. We wish to use fertilizer to get the
maximum yield (while other conditions such as sunlight, water and oxygen are
steady). Here, fertilizer is the input and yield is the return. Here, we need to
understand two principles:
▶ Every additional unit of fertilizer generates a different increase in yield. The first few
units probably gives a burst in yield compared to without fertilizer. Sub sequentially,
adding more fertilizer will still give more yield, but at a decreasing rate.
▶ There is an optimal point where adding X amount of fertilizer which will give us
maximum yield. This is known as the point of diminishing returns. Any additional
fertilizer beyond that will lead to a smaller increase in yield which does not justify the
cost of buying more fertilizer. This is where the law of diminishing returns kicked in
6
7. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Example: How Much Time to Spend Estimating?
7
A little effort helps a lot
A lot of effort only helps a little
50%
100%
Accuracy
Effort
8. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Too many cooks spoil the broth
8
Image Source: photomoskoo.com
10. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Parameters to decide Scaling
▶ Readiness
– Are we ready to scale (from organization maturity perspective)?
▶ Timing
– Are my business drivers aligned for Scaling?
11. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Scaling Agile: When SHOULD we scale?
▶ When we have a CONFIDENT Team
– We can’t drive a team which doesn’t have confidence to take the plunge
▶ When we have a STRONG Base
– When an existing practice has been producing good results and we wish to
spread the values to a wider group/practice – across multiple levels of the
organization
11
12. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Scaling needs Confidence
Tom Cruise scaling the sheer glass of the Burj Khalifa building in MI4
12
13. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Scaling requires Strong Base
▶ Scaling can’t happen on a weak foundation
13
14. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Do we have the Business Drivers?
14
Is this what the Doctor ordered?
15. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
How much return are we getting?
▶ Claimed returns from Scaled Agile:
– Transparency increased on all levels
– Delivery cycle time down from >12 months to 3 months
– Increased predictability (e.g. 92% successful releases)
– Need for patches decreased
– Less defects in main branch
▶ Claimed returns from Scrum:
– Productivity improvement by 60-70%
– 20% decrease in time to market
– 50% improvement in code quality
– 70% reduction in system downtime
15
Data Source: Average data collected across randomly picked case studies
16. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
How is Scrum different from Scaled Agile?
16
Team
Program
Portfolio
• Throughout it is a combination
of one or more Agile
methodologies – with Scrum
being at core
• Program & Portfolio comes
with additional baggage – for
better management and
maintenance
17. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Role of Scrum in Agile Scaling
17
Scrum Agile at Scale
Success
IncreasingScrumMaturity
18. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Role of Scrum in Agile Scaling
18
Scrum Agile at Scale
Success
IncreasingScrumMaturity
19. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Role of Scrum in Agile Scaling
19
Scrum Agile at Scale
MoreSuccess
IncreasingScrumMaturity
With fast growing popularity towards “Agile at Enterprise”, we are
seeing a growing practice of “jump started” Scaling – mostly
without much required strong foundation.
20. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Why Diminishing Return?
▶ Lack of Strong Engineering Foundation
– Absence of strong engineering practices (we can't scale crappy code) makes
life difficult for all
▶ Missing Management Buy-In
– Without strong support from Management, it’s extremely difficult to drive
any change in any Organization
▶ Too many Consultants (“we too have done Agile” – type*)
– If there are just handful practitioners, we risk spreading them too thin –
which simply doesn’t work
20
*Statutory Warning
21. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Diminishing Return: Marketing Gimmicks
21
Agile Manifesto
Unfortunately, no one will
publish it – as it is too small to
be a book.
22. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Diminishing Return: Symptoms
▶ Unsure about the difference between Agile Adoption vs Transformation
▶ Agile Transformation initiated – with a detailed Big Bang Plan
▶ Indecisive as how to initiate the drive – bottom-up or top-down?
▶ Open Questions:
– How do we create complete cross-functional teams?
– How do we make teams self-organized?
– Do we have one or multiple backlogs?
– Should we plan and then act?
– Or do we act and learn from practice?
– How do we manage dependencies across/within organizations?
– …
22
From CEO/CTO Perspective
23. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Diminishing State:
▶ The moment an organization/team starts putting too much focus on being Agile
– there comes a stage of being “prescriptive”
– Prescriptive format leads to a weaker team moral, loosened engineering
practices and overall poor foundation to scale
– Quality falls, Scrum becomes monotonous flow
– Scaling is doomed
▶ Similarly, if a team or organization becomes too focused on Program Portfolio
Management (PPM), there will be too much of “wait time” for teams to get
answer to.
– Day-to-day decision flow becomes crooked
– Scrum Master roles move towards PM
– Agility dries up from teams
23
24. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Diminishing Return: Solution
▶ Bottom-up
– Don’t lose focus from the basics
– Basics should help us to build strong practice and team
– A strong team helps scaling – not only by being a model to follow, but also
sharing its confidence with others
▶ Top-down
– Management buy-in should be easy, once team starts performing at ground
– There should a rigid governance structure, with flexible minds driving
it
– Encourage all to take the dive – it’s never too late
24
25. | June-2015 | Arijit Sarbagna | India | Agile&DevOps
Never Ending Frameworks to Scale
25
Winners don’t do different
things, they do things
differently!