Introduction to the International Consortium for Agile (ICAgile)

a workshop to explore how our mindset affect the way we lead our life and the mindset required for any successful agile transformation

What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work? My presentation from Agile Finland's Modern Agile Breakfast.

Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars

The document provides an overview of an Agile Basics presentation. It includes an agenda that covers why Agile is used, popular Agile implementations like Scrum and Extreme Programming, and the landscape of Agile adoption. It also discusses benefits of Agile like releasing working software frequently and collaborating with customers, as well as common Agile practices.

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

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.

Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes. Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails

This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.

Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

Agile focuses on developing an "Agile mindset" or way of thinking as the foundation for successfully implementing Agile practices. The Agile mindset is defined by the four values and twelve principles of the Agile Manifesto. It is a mindset that values individuals and interactions, working software, customer collaboration, and responding to change. This mindset is then manifested through selecting appropriate Agile practices and processes based on a team or organization's specific needs, tailoring them as necessary. True Agility comes from internalizing this mindset in order to flexibly apply practices, not from just following specific methodologies.

• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn. • Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out

How IT services companies who want to build non linear growth models need to make the necessary shifts internally to be able to innovate in product creation

The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.

My presentation to Product Owners at McKinsey on the evolution and continuing journey of agile software development

Transforming an organization to become agile requires more than just changing the development process; it requires a complete culture shift. Yet, the focus of most agile transformations is on changing the process aspect of work. Sustainable, effective agile transformation affects all elements of culture—leadership style, values, organizational structures, reward systems, processes, and work habits. Focusing on and adopting specific process patterns known as “keystone habits” has transformed entire organizations, setting off a chain of internal events and paving the way for the organization to form other habits and eventually transform completely. Reflecting on his experience in transforming organizations, Ahmed Sidky presents some keystone habits he has identified—Rewarding Collaboration, Consistently Slicing, Inspiring Performance through Leadership, Growing Networks and Shrinking Hierarchies, and Living the Agile Mindset. Ahmed shows how implementing these can move even the most heavyweight organization to a higher level of agility. Leave with tangible steps to attain successful, sustainable agility in your organization.

Introduction to Agile Portfolio Management. From Wishful Control to Continuous Governance. Introduction to Lean-Agile Portfolio.

Scaled Agile, Inc., is the provider of SAFe®, the world’s leading framework for business agility. Through learning and certification, a global partner network, and a growing community of over 800,000 trained professionals, Scaled Agile helps enterprises build agility into their culture so they can quickly identify and deliver customer value, capitalize on emerging opportunities, and improve business outcomes. Learn more at scaledagile.com.

The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.

This document certifies that Michael Burnett has completed the learning and evaluation requirements for the ICAgile Certified Professional in Agile Coaching certification. As a result, Michael Burnett is recognized as an ICAgile Certified Professional in Agile Coaching and can display the ICP-ACC designation, signifying he has acquired assessed knowledge in the discipline of Agile Coaching. The certification was issued by ICAgile on April 22, 2016.

A greater proportion of larger companies are in one way or another looking for ways to utilize the organizations in more effective but mostly common efficient way. Some companies have already started and work in a scaled agile environment for some time, while others are thinking of adopting some of the benefits they have seen in small teams using lean and agile as development methodology. Even if this sounds like the industry has come a long way when it comes to applying lean and agile thoughts into the organizations, this is often not the case when you take a closer look at it. This is why we see three different main ways of scaling: Real agile – this is what agile from the beginning actually was all about, taking full responsibility from idea to payment Scaling development pipelines – this is to scale different products or services that doesn’t have any dependencies between the products or services Scaling structure frameworks – this is the scenario when there are lots of dependencies between products, services or smaller organizations

The document discusses whether an organization adopting Agile needs an Agile coach. While some argue that Agile can be learned from books and certifications, the document argues that an Agile coach provides specialized skills that are important for successful implementation, such as challenging status quo, encouraging diverse thinking, and effecting mindset change. An Agile coach can help the team reach its target state by grooming team members to be torchbearers of Agile practices and shifting the team's focus from tasks to delivering value.

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.

Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.

1) The document discusses modern agile principles such as making people awesome, making safety a prerequisite, experimenting and learning rapidly, and delivering value continuously. 2) It emphasizes the importance of psychological safety and experimentation in software development. Mistakes and failures are seen as opportunities to learn. 3) Modern agile focuses on delivering working software frequently through continuous experimentation and rapid feedback rather than following a rigid plan.

This document discusses Ahmed Sidky's experience with evolving agile leadership at Riot Games. It describes how Riot decoupled traditional leadership responsibilities across new roles like Team Captain, Delivery Lead, and Product Lead. It also discusses how Riot invested in growing the skills and competencies needed for these agile leadership roles through learning, mentoring and practice. The document provides examples of responsibilities for each role and emphasizes that leadership is about accountability and enabling the team to share responsibility.

Teamontwikkeling, Tuckman, Teamontwikkeling Tuckman