Agile transformationatscale

Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.

This document provides guidance on conducting effective retrospective meetings (retros). It emphasizes that retros are important for continuous improvement and should not be taken lightly. It outlines steps for effective retros such as gathering both qualitative and quantitative feedback. It also provides tips for facilitating vibrant discussion, ensuring action items are captured, and involving the entire team including those in different locations. The overall goal is to make retros an engaging process that drives positive change.

This document outlines four levels of an agile transformation journey and provides examples from PayPal's agile transformation. It begins by identifying common stumbling blocks in enterprise agile transformations. It then describes four levels of an agile transformation journey, with each level focusing on optimizing value delivery. Key aspects of PayPal's transformation are highlighted, including training over 2000 employees, forming over 300 agile teams, and increasing agility maturity from 18% to 76% within nine months by launching all teams onto agile at once. The document emphasizes that PayPal's transformation was successful by understanding pain points, emphasizing customer-driven innovation, and having self-managed cross-functional teams.

This deck explores how Project Managers, Program Managers and Portfolio Managers fit into an Enterprise Agile setting. The slide deck was used during a presentation by VP & Principal Consultant, Greg King at a meetup with the Atlanta Scrum Users Group.

This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.

The document discusses the roles and responsibilities of a Product Owner Team in leading Agile program management. The Product Owner Team aims to provide clarity through a well-defined backlog, hold teams accountable for commitments, and demonstrate measurable progress. Key activities of the Product Owner Team include strategic alignment of epics, demand planning, detailed planning with teams, and overseeing execution to ensure accountability. The team works closely with portfolio management and delivery teams throughout the product development process.

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This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.

The document discusses scaling agile practices from Scrum to larger projects and organizations. It introduces IBM's Agile Scaling Model which includes core agile development, Disciplined Agile Delivery, and Agility@Scale. Key practices that need to be scaled include product backlogs, roles, release planning, sprint planning, and sprint demos to address factors like large team sizes, geographic distribution, and organizational complexity. Case studies are provided on how organizations have successfully scaled agile.

So you are considering going agile, huh? Your biggest question is probably "where do I start"? This session will help you answer that question and get you started down the road to agility . Mike will explore how to choose your first project and ensure that the pilot team is setup for success. He will talk through common organizational challenges and show you how to overcome them. You'll leave this talk with the knowledge necessary to get your first team going while laying the foundation to build on that success.

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.

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.

The document discusses how Disciplined Agile (DA) could have helped avoid the failure of an airline's ERP project. It describes the case study where an airline wanted to develop a new web-based ERP system but the project failed because key integration requirements were missed. DA is presented as a framework that addresses people, principles, workflows and practices to help ensure all requirements are understood and delivered. The rest of the document illustrates DA concepts through automotive and scaling case studies and compares DA to other agile methods.

Agile Transformation promote a disciplined project management process to give high quality product to the clients.So if you are looking for agile training for your team members then choose experienced trainers to improve your company performance.Visit agiletransformation.com

Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.

How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.

This document summarizes the agile transformation journey of Pôle emploi, the French national employment agency. It discusses seven key things Pôle emploi did to scale agility, including training everyone in SAFe, establishing a Lean/Agile Center of Excellence team, leveraging communities, and continuously improving. Some results of adopting SAFe included improved customer satisfaction, increased transparency and collaboration. The main challenges were reducing time to market and focusing on business value.

This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.

This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.

cPrime provides enterprise agile transformation services including training, coaching, and consulting. They have experience transforming over 50 Fortune 100 companies to agile. cPrime has a large team of certified agile experts and thought leaders with experience across industries. They use assessments, planning, training, and coaching to drive organizational transformations through changing mindsets and processes one team at a time.

The document provides an introduction to the Scaled Agile Framework (SAFe) for applying agile practices at an enterprise scale. It discusses challenges organizations face with scaling agile and how SAFe addresses these challenges through its three layers (Portfolio, Program, Team). SAFe draws from Scrum, Extreme Programming, Kanban, lean principles and flows to provide transparency, alignment and program execution capabilities. It emphasizes continuous delivery through Agile Release Trains, empowered self-organizing teams, and roles like the Product Owner and Release Train Engineer. An example case study shows how a financial services company rapidly adopted SAFe to deliver more value faster by aligning their portfolio and programs.

Overview of Agile Project Management Using SCRUM and How to Pass PMI-ACP Certification Exam in a Month

A case study and experience sharing on Agile at Scale and Scaled Agile Framework (SAFe) implementation

The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.

Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager «Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки. «Как эффективно продавать Automation Service». IT секция. Продажи. «Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.

Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.

This document summarizes an approach to scaling Agile in a mid-size enterprise eCommerce company. It discusses the motivation to scale Agile, provides an overview of common scaling frameworks, and describes the company's journey to scaling Agile across multiple teams and locations. Key aspects of the scaling model include establishing a cadence of sprints and releases, implementing feature-driven teams, adopting Scrum of Scrums, and establishing communities of practice. Outcomes of scaling included improved team performance, increased customer satisfaction, reduced delivery cycle times, and lower costs. Challenges included coordinating distributed teams and maintaining synchronization across teams.

The document provides an overview of several enterprise agile frameworks: SAFe (Scaled Agile Framework), DAD (Disciplined Agile Delivery), and LeSS (Large Scale Scrum). It describes the foundations, roles, events, and distinctive features of each framework at a high level. Additionally, it provides references and resources for further exploration of these frameworks.

Key success factors included dedicated cross-functional teams, executive support for minimum marketable features, and setting a

This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.

The document discusses how Agile development methods and AGILE instructional design can be used together to improve training programs. It describes how Agile was created to make software development more flexible and rapid, and how AGILE was created for the same reasons for instructional design. While they have different focuses, Agile on software tactics and AGILE on comprehensive learning, they are complementary. The document advocates using Agile values, Scrum framework, and iterative development with AGILE instructional design and the ADDIE model to create both formal training and structured performance support. This holistic approach aims to better link learning to job performance.

Presenter: Mustafa Kapadia, Service Line Leader, IBM The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.

The document discusses agile frameworks like Scrum and scaled agile frameworks. It defines Scrum and its components like sprints, artifacts, roles. It notes that Scrum is difficult to master. It discusses how agile scales to multiple teams through roles like the Program/Release Train Engineer who coordinate flow across teams.