• Liked Venkatraman L
    keyboard_arrow_down

    Scaling from Project > Program > Portfolio - The Agile Transformation and Journey

    Venkatraman L
    Venkatraman L
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The case in point is a journey of Agile transformation when the organization was looking to manage releases through shorter iteration cycles. As the journey began, the organization had to leapfrog into 3x growth in terms of both people and business needs due to a round of substantial investor funding.

    The agile transformation started with just 6 teams in the organization and due to the nature of the team structure, the 3-member PMO team did not have the luxury for pilot projects and had to simultaniously roll out at one go across the 6+ component teams.

    In a span of 6 months, the number of teams grew to 12+ and the number of releases more than doubled. Also, 80% of the releases cut across more than 3 teams and the challenge was to keep the process pretty lean. PMO team worked closely with key stakeholders from Product, Engineering, Architecture and Operations to forumate and roll-out a simple 3 step process that aided the teams to deliver releases better than before. Here is when the organization leaped from project to portfolio of releases cutting across 10+ themes.

    Similar to what is quoted in the "Scaled Agile Framework" which the PMO tripped on much later in the process, there were organization wide prioritization done based on the product strategy, infrastructure and technology needs which eventually got translated into multiple programs within the organization, cutting across various teams. A concept of 3-in-a-box (PM, Architect and Engineering Owner) was formulated to bring in the required vigor in to the planning and execution process.The 3 in the box was further extended to Dev +QA + Ops who worked as a team to deliver the various stories across the contributing stacks.

    The challenges across value-driven prioritization from 100+ releases across the portfolio, release planning with engineering and product, the execution framework and scalability in engineering infrastructure commensurate with the agile processes, working with operations teams and all the way till adoption was seamlessly scaled using the initial framework that was set for just 15 releases.

    The presentation details how agile helped and is helping the product and technology teams in delivering better results than before. This would also detail the necessary Agile and operational metrics across the project teams, the program and the portfolio levels that aid the mid and senior management to take informed decisions. As always, this would not cover the IP and actual data of the organization but provide a clear framework to substantiate the process.

Sorry, no proposals found under this section.
 
  • Liked Venkatraman L
    keyboard_arrow_down

    Scaling from Project > Program > Portfolio - The Agile Transformation and Journey

    Venkatraman L
    Venkatraman L
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The case in point is a journey of Agile transformation when the organization was looking to manage releases through shorter iteration cycles. As the journey began, the organization had to leapfrog into 3x growth in terms of both people and business needs due to a round of substantial investor funding.

    The agile transformation started with just 6 teams in the organization and due to the nature of the team structure, the 3-member PMO team did not have the luxury for pilot projects and had to simultaniously roll out at one go across the 6+ component teams.

    In a span of 6 months, the number of teams grew to 12+ and the number of releases more than doubled. Also, 80% of the releases cut across more than 3 teams and the challenge was to keep the process pretty lean. PMO team worked closely with key stakeholders from Product, Engineering, Architecture and Operations to forumate and roll-out a simple 3 step process that aided the teams to deliver releases better than before. Here is when the organization leaped from project to portfolio of releases cutting across 10+ themes.

    Similar to what is quoted in the "Scaled Agile Framework" which the PMO tripped on much later in the process, there were organization wide prioritization done based on the product strategy, infrastructure and technology needs which eventually got translated into multiple programs within the organization, cutting across various teams. A concept of 3-in-a-box (PM, Architect and Engineering Owner) was formulated to bring in the required vigor in to the planning and execution process.The 3 in the box was further extended to Dev +QA + Ops who worked as a team to deliver the various stories across the contributing stacks.

    The challenges across value-driven prioritization from 100+ releases across the portfolio, release planning with engineering and product, the execution framework and scalability in engineering infrastructure commensurate with the agile processes, working with operations teams and all the way till adoption was seamlessly scaled using the initial framework that was set for just 15 releases.

    The presentation details how agile helped and is helping the product and technology teams in delivering better results than before. This would also detail the necessary Agile and operational metrics across the project teams, the program and the portfolio levels that aid the mid and senior management to take informed decisions. As always, this would not cover the IP and actual data of the organization but provide a clear framework to substantiate the process.

  • Liked Howard Deiner
    keyboard_arrow_down

    The Agile PMO - Creating A Lean Organization from the Inside-Out

    Howard Deiner
    Howard Deiner
    schedule 3 years ago
    Sold Out!
    90 mins
    Talk
    Intermediate

    For many, the idea that you can transform an organization from the PMO outwards seems odd, if not impossible.  But my experience says that this is becoming a trend that more and more clients are asking advice for. 

    We know that for an Agile transformation to work, we need to engage not just the Delivery Teams to approach work differently, but we need a change agent high in the organization to support that change in mindset.  I’ve always found it difficult to find that right person in an executive leadership role who is willing to have the courage to “bet the company” on a new and unproven approach such as Agile and Scrum.  As coaches, we tend to start “pilot” projects, and hope that traction will occur “once everyone sees the great results that we get.”  But I think that this approach is fraught with peril of not getting the right project to start with, not getting the right results immediately, and not motivating people by seeing results from a process that they are not comfortable with.

    I think I’ve come upon a new approach that works better.  Instead of trying to “sell” Agile at an Enterprise level, embrace pure Lean principles high in the organization and work with the PMO leader at the organization.  Once they are comfortable with ideas such as “more leadership and less management”, “shorter concept to cash cycles”, “enabling Lean Startup mentality for disruptive product development”, “always looking for the elimination of waste”, “exploiting variability through appropriate cadence control and appropriate utilization rates”, “delegated authority”, “continuous improvement”, and “rolling planning”, the PMO becomes a terrific agent for instituting change, because they are usually already endowed with the right responsibilities and accountabilities that can push the organization forward.