While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
2014.09.10 Are Agile Teams More Effective? Findings from the Teamwork Literat...NUI Galway
Professor Torgeir Dingsøyr, SINTEF Research Foundation, Norway, gave this seminar on Are Agile Teams More Effective? Findings from the Teamwork Literature and Empirical Studies of Agile Teams at the Whitaker Institute on 10th September 2014
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
2014.09.10 Are Agile Teams More Effective? Findings from the Teamwork Literat...NUI Galway
Professor Torgeir Dingsøyr, SINTEF Research Foundation, Norway, gave this seminar on Are Agile Teams More Effective? Findings from the Teamwork Literature and Empirical Studies of Agile Teams at the Whitaker Institute on 10th September 2014
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. This presentation explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback.
To institutionalize Agile practices across the organization across the below domains :-
(E) Enterprise wide Software Development
(T) Tools & Technological landscape
(H) Hardware & Architecture
(N) Non Software Processes
(I) IT Operations & Infrastructure
(C) Cultural changes
Agile Start Me Up - Using the Minimum Viable Discovery (MVD)Chris Chan
"The hardest part of building any software system is determining precisely what to build." - Fredrick Brooks
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. We often start with a backlog, but how do you know that the development of the product supports the growth of your company.
Getting off on the right foot when starting an Agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
An Intro to ATDD/BDD and HDD: Get What You Need, Not What You Ask For!LitheSpeed
Do you want to learn the basics of ATDD/BDD so that you can ensure clear
communications between business and development?
Do you want to go beyond building to a specification, and build what is
valuable instead?
Agile teams often relied on user stories and acceptance criteria alone. Then more advanced teams started doing TDD (Test Driven Development) so that developers could build what they thought the business asked for. When it became clear that TDD was not enough, ATDD (Acceptance Test Driven Development) / BDD (Behaviour Test Driven Development) became popular, as they provide a common language for business and development.
But building what the business wanted is not enough!
With HDD (Hypothesis Driven Development), we can test our business case, just like we test our code. When we find that results don’t match our expectation, we adjust our business case to get better business results.
In this presentation, we'll create several examples in ATDD/BDD and then extend out to the business case level with HDD.
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. This presentation explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback.
To institutionalize Agile practices across the organization across the below domains :-
(E) Enterprise wide Software Development
(T) Tools & Technological landscape
(H) Hardware & Architecture
(N) Non Software Processes
(I) IT Operations & Infrastructure
(C) Cultural changes
Agile Start Me Up - Using the Minimum Viable Discovery (MVD)Chris Chan
"The hardest part of building any software system is determining precisely what to build." - Fredrick Brooks
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. We often start with a backlog, but how do you know that the development of the product supports the growth of your company.
Getting off on the right foot when starting an Agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
About Agile & PMI Agile Certified Practitioner (PMI-ACP) OverviewAleem Khan
A properly implemented Agile method increases the speed of development, aligns individual and organization objectives, creates a culture driven by performance, supports shareholder value creation, achieves stable and consistent communication of performance at all levels, and enhances individual development and quality of life.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
An Intro to ATDD/BDD and HDD: Get What You Need, Not What You Ask For!LitheSpeed
Do you want to learn the basics of ATDD/BDD so that you can ensure clear
communications between business and development?
Do you want to go beyond building to a specification, and build what is
valuable instead?
Agile teams often relied on user stories and acceptance criteria alone. Then more advanced teams started doing TDD (Test Driven Development) so that developers could build what they thought the business asked for. When it became clear that TDD was not enough, ATDD (Acceptance Test Driven Development) / BDD (Behaviour Test Driven Development) became popular, as they provide a common language for business and development.
But building what the business wanted is not enough!
With HDD (Hypothesis Driven Development), we can test our business case, just like we test our code. When we find that results don’t match our expectation, we adjust our business case to get better business results.
In this presentation, we'll create several examples in ATDD/BDD and then extend out to the business case level with HDD.
Agile Arizona 2017: Why are we stuck? Getting back to continuous improvement.Agile Velocity
Transformations stall. Teams get stuck in an improvement rut. Impediments lists grow. It's not uncommon for teams to plateau. When things are going well, it is difficult to find motivation to go from good to great.
As an Agile leader, it's important to be able to identify the symptoms your team or team-of-teams start to exhibit when they get stuck–when their momentum for positive growth and change stalls or plateaus–and what to do about it. This workshop will help you get your teams back in gear and on the path of relentless improvement.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya...AgileNetwork
Session Title : Agile Culture for High Performance
Session Overview : The presentation shall mainly cover topics related to the agile mindset and how to achieve the mindset shift, where it will say why culture is important, and the iceberg of culture. It talks about different models of culture, focusing on Agile and Kanban cultures, and how it is possible to shift from one culture to the other. It also talks about the type of organizations, and how a certain type of organization should respond to its employees, keeping in mind the culture type. The presentation will also take you through the differences between doing agile and being agile; how to turn the red list words to green list for effective communication and leadership and the 4A’s of agile leadership. Finally, it gives an insight to transformational leadership and the challenges to high performance and how we could embrace a successful agile transformation.
Agile Transformation is a Journey, a continuous Learning Process. As part of Transformation capability Improvement, Cultural change should happen naturally by the change in habit and behavior of the people and help customer achieve their Business Goals.
Contact 98408 60639 for Agile Mentorship and Career guidance with SAFe RTE and other SAFe guidance. SAFe RTe, SAFe POPM, SAFe SA, SAFe SSM. To contact directly contact in WhatsApp /click from mobile https://wa.me/+919840860639
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
Path to Agility: Avoiding Common Pitfalls in Agile AdoptionAgile Velocity
Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
Getting Agile Right - Rebooting an Agile organization in 100 days - Agile Tou...Maurizio Mancini
Presentation at Agile Tour Montreal 2018 by Maurizio Mancini of Exempio and Paul T. Ryan CTO of OpenX.
Many organizations think they are Agile when they are not. Here is how to recognize when you need an Agile reboot and how to reboot your organization to become a true Agile organization.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Getting Agile Right - Rebooting an Agile Organization in 100 days - Agile Tou...Maurizio Mancini
Presentation by Senior Consultant Maurizio Mancini of Exempio.com about an Agile Reboot of one Agile organization that was accomplished in just 100 business days!
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
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.
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
Continuous improvement and adaptation is practically the definition of agility, but teams have to start somewhere. This session will explore how common tools like agile practice self-assessments have been combined with lean “standard work” practices to provide early agile teams with focused guidance, while encouraging them to raise their own standards as they mature and learn.
We will describe a framework for management and coaching roles involved in driving and supporting agile development efforts, based upon our experiences in both small companies and large enterprises at various stages of adoption.
Similar to Five Steps to a More Agile Organization: Adopting Agility at Scale (20)
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
From Daily Decisions to Bottom Line: Connecting Product Work to Revenue by VP...
Five Steps to a More Agile Organization: Adopting Agility at Scale
1. Three Steps to a More Agile Organization
Adopting Agility across an Enterprise
2. Meet your Presenter
Arlen Bankston
•
•
•
•
•
2
Co-Founder of LitheSpeed, LLC
User experience & product
development background
14 years of Agile experience
Lean Six Sigma Master Black Belt
Lately 40% training, 20% each of
coaching, product development &
management
3. A
Common
Scenario
•
Several teams have
done well using agile
•
There is a feeling agile
could be applied more
broadly
•
But resource management, metrics, audit and compliance, team
structures, customer engagement model, HR practices, etc are all
aligned for waterfall delivery
•
And change management is not one of our core competencies
Where do we start?
3
4. Enterprise
Agile
Misalignment
Enterprise
Dimension
Misalignment
PMO
Too
many
simultaneous
projects.
A
Fewer
simultaneous
projects.
Lower
WIP
lot
of
spending,
not
a
lot
of
delivery.
to
reduce
delivery
Bme.
Resource
Management
Focus
on
uBlizaBon
by
allocaBng
individuals
across
too
many
projects.
Staff
are
members
of
a
single,
dedicated
team.
Real
Estate
Cubes
that
sBfle
communicaBon
Open
space
for
collaboraBon
HR
Not
hiring
for
agile
skill
set.
Team
based
performance.
Hiring
agile
Performance
management
not
aligned
skills.
with
agile
approach.
Funconal
Managers
Local
measures
and
opBmizaBon
Value
stream
opBmizaBon
Business
Partners
Big
requirements,
usually
late
and
inaccurate
Light,
real-‐Bme
requirements
Compliance
Heavy
and
prescripBve
Focused
on
principles
and
conBnuous
improvement
4
Agile
Approach
5. PresentaBon
Agenda
Build your people
•
Build a career path
•
Train by role
Make your adoption agile
•
Educate align on goals
•
Establish accountable adoption
teams
•
Launch assess pilot projects
•
Expand adoption breadth depth
Focus at all levels
•
Tone your Portfolio
•
Release more
•
Let your teams flow
5
7. Agile Team Development Process
Process
–
Assessing
current
pracBces,
comparing
to
Standard
Work,
and
team
experimentaBon
to
conBnuously
improve
pracBces
and
processes.
• People
–
Role
development
and
equipping
teams
with
the
skills
to
successfully
implement
Agile
pracBces.
• Product
–
Product
discovery,
execuBon,
measurement
and
learning.
•
Learning
Discover
Adjust
Standard
Work
Assessment
Standard
Work
ExperimentaBon
Leading
Doing
Teaching
Product
Delivery
Product
Role
Development
People
Determine
Standards
Standard
Work
Assessment
EvoluBon
Process
Learn
Build
Measure
Visual
Management
Systems
Lean
Management
Agile
Delivery
7
7
8. Developing People
Agile
Role
Progression
Learning
model
• Learning
–
Acquire
knowledge
by
being
a
student
and
mentee
• Praccing
–
Acquire
real-‐world
experience
• Teaching
–
Prove
and
advance
experBse
by
teaching
others
People
Learning
Role
Development
• Provide
people
with
clear
paths
for
developing
skills
and
core
competencies
• Provide
career
progression
model
Leading
Doing
Teaching
8
8
9. Agile Role Progression
Establish
a
personnel
development
system
• De#ine
a
clear
career
progression
path
for
each
role
• Functional
managers
establish
and
maintain
• Facilitate
knowledge
sharing
and
a
collaborative
culture
Learning
Level
1
PracBBoner
Taken
all
required
training
9
Doing
Level
2
PracBBoner
PracBcing
within
their
specific
role
on
an
iniBaBve
for
at
least
six
months
Teaching
Level
3
PracBBoner
Leading
at
least
three
training
sessions
and
coaching
an
apprenBce
within
their
specific
role
Leading
Level
4
PracBBoner
Leading
at
least
10
training
sessions
and
coaching
at
least
three
apprenBces
within
their
role
9
10. Training by Role
All
Agile
Praconers
• Core
Training:
Agile
+
Lean
Overview
• Agile
Kickoff
Boot
Camp
ScrumMasters,
Project
Managers
Team
Leads
•
•
•
•
Agile
Management
Toolset
Training
CerBfied
ScrumMaster
+
PMI
ACP
Training
Coaching
Workshop
Kanban
workshop
Funconal
Departmental
Managers
•
Agile
Management
Governance
Agile
Team
Members
Developers:
Testers:
• Agile
Placorm
and
Tool
IntroducBon
• Agile
TesBng
Overview
• Agile
Engineering
Workshop
• TesBng
Tools
Roles
Product
Owners
Agile
Product
Managers
•
•
•
10
Agile
Tools
for
Product
Owners
Agile
Requirements
Workshop
CerBfied
Scrum
Product
Owner
10
12. AdapBve
Execuve
Leadership
Adapting to Reality in Real Time:
Use
Agile
to
Implement
Agile
•
You will need to think holistically in order
to remove the broad barriers to adoption
• Discovery
of
problems
and
goals
•
But changing everything may take years
•
And you won’t get it right the first time
• OrganizaBonal
Release
Planning
•
Start with a wide path and get everyone
aligned with goals, principles, and a basic
approach
•
Evolve to more detailed, deeper levels of
alignment over time
•
Discover what needs to be done and adapt
to the actual problems at hand
•
Otherwise, you will end up being slow and
overly bureaucratic
12
• Incremental
and
iteraBve
implementaBon
• RetrospecBve
13. 1.
Educate,
Align
and
Assess
Before
you
begin,
take
a
week
or
two
to:
Educate
Align
on
Principles
Raonale
•
•
•
Educate wide band of organization on principles and practices of agile
Address senior management, middle management, and team leads
Address software dev, QA, BA, PMO, HR, Production Operations, etc
Assess
the
Impacts
•
•
•
•
Work with each of the groups, at each of the levels, to determine their
goals, concerns and possible solutions
Prep each group for the coming pilot projects
Plan for quick, simple first-cut solutions to a wide range of concerns
But don’t go too deep yet
13
14. 2.
Establish
Accountable
Adopon
Teams
Big changes require dedicated attention:
Execuve
Agile
Steering
Group
•
•
•
•
•
Set broad, organizational goals
Define measures of success
Communicate to middle management and staff frequently
Review progress regularly
Address organizational barriers to adoption
Agile
Working
Group
•
•
•
•
A cross-functional problem solving group
SW Dev, QA, Production, BA, PMO, Resource Managers
Anticipate, uncover, address tactical issues
Make recommendations to executive team
14
15. Some
Typical
Agile
Metrics
Product
(Led
by
Product
Owners
Managers)
External
Stakeholder
Sasfacon
• Quarterly
survey
• Assessment
score
Quality:
• %
Code
Coverage
• %
Scenario
Coverage
• %
Delivered
features
with
zero
criBcal
post
iteraBon
defect
count
Delivery
Cadence:
• Time
from
concept
to
cash
• Velocity
stability
10/31/13
15
Process
(Led
by
ScrumMasters
Coaches)
Standard
Work
Assessment
Process
Adopon
• #
of
Agile
teams
• #
of
cerBficaBons
Process
Improvement
• Change
in
Assessment
scores
• Updates
to
standard
work
• RetrospecBve
acBons
impacts
People
(Led
by
FuncBonal
Managers)
Associate
Engagement
/
Happiness
• Assessment
Score
Learning
Organizaon
• #
of
Agile
PracBBoners
at
various
levels
Collaboraon
16. Incremental
Rollout
Strategy
Expanded
Pilots
-‐
Projects
Using
combinaBon
of
Experienced
Associates
and
Trained
Associates
with
Agile
Coaches’
oversight
across
MulBple
Projects
Inial
Pilots
-‐
Pilot
Projects
With
Day-‐
to-‐Day
Oversight
by
Agile
Coaches
16
Enterprise
Rollout
-‐
Autonomous
agile
capability
using
experienced
and
trained
associates.
Occasional
Agile
Coaches’
involvement
on
an
as-‐needed
consultaBve
basis
17. 3.
Launch
and
Assess
Pilot
Projects
Your first projects need:
•
•
•
•
•
•
Product Owner involved,
accountable empowered
to control scope schedule
ScrumMaster empowered
to control process
Dedicated, integrated team
Executive support for
learning and exploration
Short term initial release timeline ( 3 months)
Potential for measurable business results and impact
17
Thanks
to
Mike
Cohn
for
the
image:
hmp://blog.mountaingoatsonware.com/four-‐amributes-‐of-‐the-‐ideal-‐pilot-‐project
18. 4.
Expand
AdopBon
Breadth
Depth
After some initial wins, you can grow and
mature:
•
Expand Agile to encompass agile engineering
practices that will allow teams more agility:
–
–
–
–
–
•
•
Daily build capability and continuous integration
Automated testing: unit, system and acceptance testing
Test-Driven Development
Emergent architecture and design
Pair-programming
Use Agile for outsourced or off-shored projects
Use Agile on larger, more complex projects
18
20. Interacve
Layers
of
Planning
Product
PorVolio
Company
Vision
What
is
our
value
proposiBon
and
how
do
we
differenBate?
What
is
our
mix
of
products?
Product
Visions
Integrated
Roadmap
Vision
Statement
Product
/
Project
Iteraon
/
Sprint
What
business
objecBves
will
the
product
fulfill?
What
specifically
will
we
build?
User
Stories
Scenarios
Product
Roadmap
Product
Goals
Product
Charter
/
Lean
Canvas
Vision,
Unique
Value
ProposiBon
How
will
this
Sprint
move
us
toward
release
objecBves?
Sprint
Plan
Development
Tasks
Release
Story
(Backlog
Item)
How
can
we
release
value
incrementally?
Release
Roadmap,
Story
Map
What
user
or
stakeholder
need
will
the
story
serve?
Story
Details
How
will
it
specifically
look
and
behave?
What
subset
of
business
objecBves
will
each
release
achieve?
Release
Plan
What
user
consBtuencies
will
the
release
serve?
Low-‐fi
Prototypes
Wireframes
How
will
I
know
it’s
done?
Personas,
Stakeholders
Acceptance
Tests
What
general
capabiliBes
will
the
release
offer?
Epics,
Features
20
21. Focused
PorVolio
•
•
•
•
•
Terminate sick projects
LiZle’s
Law
Split large projects in smaller ones
Cycle
WIP
Time
=
c
ompleBon
rate
Prioritize projects by business value,
at least within business unit
Limit development timeframe to months
Re-prioritize projects regularly
Business
Goals
Strategy
4
Backlog
21
Development
3
2
1
Producon
Sunset
22. Focused,
Stable
Teams
•
•
•
•
Multiple, stable teams each
focused on one thing at a time
Dedicated to platforms or lines
of business
Platform owner prioritizes next
project
Result:
– Support multiple lines of
business simultaneously
– Focused effort results in quick
delivery for individual projects
– Clear accountability
– Stability and predictability
Source:
The
Lean-‐Agile
PMO,
Sanjiv
AugusBne
and
Roland
Cuellar
(Cumer
ConsorBum
2006)
22
23. Focused
Releases
R1:
Guided
Retrospecve
(MVP)
Benefit:
A
guided
retrospecBve
that
tracks
improvement
works
for
remote
teams
too.
Features:
-‐ Moderate
retros
locally
or
remotely
-‐ Facilitates
and
tracks
retros
-‐ Plan
and
review
acBons
and
their
results
R3:
Progress
Tracking
Benefit:
Powerful
beauBful
improvement
visualizaBon
reporBng.
R2:
Retrospecve
Customizaon
Benefit:
Make
and
share
your
own
retros.
Features:
-‐ More
built-‐in
retro
flows
visualizaBons
-‐ Customizable
quesBons
and
flow
-‐ Tips
for
moderators
Features:
• Visualize
Sprint
RaBng,
Happiness
Index,
AcBon
Results,
Customer
SaBsfacBon
more.
• Custom
metrics
• Track
and
trend
mulBdimensional
improvement
23
24. Scaling
Agile
Teams
Generalizing
Specialist
Productive, independent, selforganizing teams:
• Independent, cross-functional
• Grow poly-skilled individuals
• Size limit of 5-7 people, ideally
• To scale, create new integrated
Agile teams
• Coordinate among teams via an
Agile PMO
24
Holistic
Team
Multiple
Holistic
Teams
26. Some
Final
Tips
•
Refer
to
frameworks,
but
don’t
rely
on
them.
SAFe, DAD, LeSS… good stuff, but agile is about
adaptation, not uniformity.
•
Don’t
forget
to
support
innovaon.
Lean Startup, incremental funding, modular contracts,
dynamic portfolio management, capitalization rules…
•
Create
collaborave
environments.
Collocation, team rooms, collaboration tools, fun spaces...
•
Use
tools
that
support
scaling.
VersionOne, AgileCraft, LeanKit Kanban… you will need
portfolio management capabilities in time.
26
27. Contact
Us
for
Further
InformaBon
Arlen Bankston
Vice President
Arlen.Bankston@lithespeed.com
Sanjiv Augustine
President
Sanjiv.Augustine@lithespeed.com
www.lithespeed.com
I
only
wish
I
had
read
this
book
when
I
started
my
career
in
sonware
product
management,
or
even
bemer
yet,
when
I
was
given
my
first
project
to
manage.
In
addiBon
to
providing
an
excellent
handbook
for
managing
with
agile
sonware
development
methodologies,
Managing
Agile
Projects
offers
a
guide
to
more
effecBve
project
management
in
many
business
sesngs.
John
P.
Barnes,
former
Vice
President
of
Product
Management
at
Emergis,
Inc.
27