Agile Philips Journey

Présenté en français par Sandra Bellong, Amadeus et Olivier Lafontan, leanpizza.com For the last decade, Amadeus has experimented and learnt on how to deploy agility and more recently about how to deploy SAFe at the company level. Converging Lean and Agile specialists in a single Agile Release Train and now in a line organization by creating a Lean-Agile Centre of Excellence reporting to both CTO and Human Resources, Amadeus is sharing in this presentation their way of driving Agility and SAFe deployment as well as their lessons learnt to get there. Sandra Bellong will share the approach to build the LACE, its organization, the processes and tools, and Olivier Lafontan will share his return on experience as one of the LACE coaches and as an experienced external SAFe consultant, sharing concrete examples of tips and challenges.

This document provides an introduction to agile project management. It begins by contrasting traditional project management, which relies on upfront planning, with agile project management, which uses iterative development cycles. The key principles of agile project management are then outlined, including a focus on customer value, iterative and incremental delivery, experimentation and adaptation, self-organization, and continuous improvement. Popular agile methods like Scrum, Extreme Programming, and others are briefly described. The remainder of the document focuses on how the Scrum methodology works in practice and some of the challenges of applying agile principles to large projects.

When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary. We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including: Lean techniques for managing flow Effective prioritization techniques Long range road-mapping Demand management and planning Progressively elaborated business cases Validation of outcomes Support for audit and compliance needs These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.

This document discusses key performance indicators (KPIs) for measuring agile projects. It begins by defining metrics and KPIs, noting that KPIs should be tied to strategic objectives and have defined targets. It then discusses characteristics of good KPIs and provides examples of both traditional and agile KPIs related to time, effort, scope, and quality. The document cautions that too many KPIs can be useless and advocates keeping metrics simple. It also discusses challenges like cheating on metrics and provides tips for using tools and dashboards to effectively measure agile performance.

How does an agile software development team choose its way of working, and do so in a context sensitive manner? This was presented at the Toronto Agile Conference on October 30, 2018.

Agile project management is a contemporary approach to managing software development projects that values interacting with skilled individuals, delivering working software products, establishing close customer interaction, and adopting quick changes. Some popular agile methodologies include eXtreme Programming, Scrum, Feature Driven Development, and Lean Software Development. The goals of agile project management include executing projects faster and developing software with higher customer satisfaction through regular adaptation, constant collaboration, and iterative development processes.

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. Join @Mike Cottmeyer live from #Agile2017 during this workshop.

This document discusses various types of dependencies that can impact agile planning and development if not properly managed. It begins by covering dependencies related to requirements preparation, UI design, and inter-story dependencies that can delay development if not addressed in advance. It then discusses external dependencies on other teams, vendors, or systems that may not follow agile practices. The document provides recommendations for minimizing the impact of dependencies, such as advanced planning, cross-team coordination, and determining if dependencies are truly necessary or if workarounds are possible. The overall message is that dependencies require extra planning efforts to avoid blocking development work or impacting velocity.

The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.

Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.

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.

Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®) TRADITIONAL MODELS TO LEAN-AGILE APPROACHES Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time. Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!

BearingPoint and CA offer IT Demand and Delivery Management (DDM) capabilities to align business and IT value chains by optimizing and integrating three IT domains: IT Service Management, IT Asset Management, and Project Portfolio Management. Their approach involves developing a target DDM architecture and roadmap to progressively increase maturity in each domain, integrate them, and introduce overarching processes to further align IT with business needs. This provides benefits such as increased agility, optimized costs, and improved operational excellence.

The document discusses impediments, which are blockers or obstacles that can slow down an agile team's progress. It defines impediments and provides examples like inadequate skills, slow builds, and delayed decisions. It explains why impediments should be raised so teams can address issues early. Impediments may be hidden due to fear, attitude problems, or infrastructure issues. The document outlines where impediments can be found, levels of resolution, responsibilities, and lessons like speaking out, prioritizing issues, and defining impediment metrics.

Tries to impart some knowledge about steps for agile transformation in large organisations and business units