• Liked Allen Rutzen
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    Nokia Maps Agile Journey.....(Agile Transformation, Scaling and Overcoming Challenges)

    Allen Rutzen
    Allen Rutzen
    Sunil Roy
    Sunil Roy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    We (at Nokia Maps Division) began our Agile Journey in 2009, with a Top Down approach for Agile Transformation. The formation of an Agile Working Group (with members having Agile experience behind them) at two major sites was instrumental in shaping the transformation and scaling and also overcoming the challenges from time to time.

    The challenges were huge, but our spirit was bigger, and the high level strategy was decided. Interestingly, the Agile Working Group itself ran the whole Transformation and Scaling program using Agile values and Scrum frame work. Scrum was also used as the preferred framework for the agile projects (after success in our pilots), except where Scrum would not work. Kanban or hybrid methods were used in those few teams.

    What were the challenges faced, and how did we overcome them? What values helped us in our transformation journey?

    How did we migrate to the Scaling phase? What helped us in scaling and stabilizing?

    Can we rest easy now? Of course not!

    What are the next steps? And of course, the challenges ahead?

    Let us share our Nokia Agile journey with you, and help you all be successful too, in your Agile journey!

  • Liked Fiona Mullen
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    Agile - An Australian Journey of Cultural Change

    Fiona Mullen
    Fiona Mullen
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    How did one of Australia's leading financial services organisation become the biggest Agile transformation story in the Southern hemisphere and what did we learn?

    The Suncorp Group leads in general insurance, banking, life insurance, superannuation and investment brands within Australia and New Zealand. The Group has 16,000 employees and relationships with nine million customers. It is a Top 20 ASX listed company with over $93 billion in assets.

    In 2007, we embarked on our Agile journey of cultural change. In this talk we will cover the strategy taken, the roadblocks we came across, the mistakes we made and the achievements along the way.

    You will learn how to tackle an Agile transformation, what to do and what NOT to do, where to start and what to expect and most of all what impact it will have, both negative and positive.

    Today Suncorp are seen as market leaders in Agile and are known globally for the Agile Academy http://www.agileacademy.com.au/agile/ which was designed for both staff and also the external market.

    The role of the Agile PMO, how to get infrastructure to work Agile, what about all those legal challenges, the cultural differences and the resistance to change? These are some of the learning we will share.

    There were challenges and successes and in this honest Aussie presentation will share with you both the highs and the lows.

  • Liked Lyssa Adkins
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    Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

    Lyssa Adkins
    Lyssa Adkins
    Michael Spayd
    Michael Spayd
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.

  • Liked Lyssa Adkins
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    Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

    Lyssa Adkins
    Lyssa Adkins
    Michael Spayd
    Michael Spayd
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.

  • Ravi Krishnan
    Ravi Krishnan
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Organizations which have diverse functional units and technology portfolios (BI, Mobile, Web Application development, Web Design etc) following different methods cannot make an overnight or a sudden transformation to following a mature model of Agile method.

    These teams need to come up with a structured approach towards Agile adoption and transformation enabling the different teams to make a gradual progression towards the adoption of Agile in their projects and teams.

    We at Aditi Technologies realized this and came up with a Aditi Agile Transformation Maturity Model which provides guidance to the different project teams and functional groups on the transformation journey within their engagement. The salient points of the Maturity model include:

    * Agile Project Planning and Management Maturity Model - Traditional teams are used to tradition planning methods plan around the typical 3 constraints of Scope, Cost and Time. A transformation to a model where emphasis is on delivering the highest priority items is arguably one of the more difficult lifecycle areas of the transformation. The Agile Project Planning and Management maturity model provides guidance to such teams on moving from a managed team services model to a self directed and self managing teams services model.

    * Collaboration Maturity Model - Moving from a SLA driven environment to a collaborative environment is again a massive cultural mindset change for the different teams. The collaboration maturity model at Aditi for Agile engagements provides a framework for teams to start collaborating better in a gradual manner. Starting with a well defined collaboration model within the Agile sprints between the QA and Development teams leading to an end to end collaborative lifecycle involving the different stakeholders is the overall approach we have adopted at Aditi to improve the Collaboration within the lifecycle in a phase wise manner.

    * Agile Requirements Engineering Maturity Model - The Aditi AREMM provides the business and product ownership teams with a gradual migration approach from the traditional Business Requirements Document based Requirements Management approach to an Agile approach towards the same incorporating basic principles like story card based requirements engineering to a more collaborative and leaner approach incorporating starting principles such as Product Backlog and Story Cards and moving to more advanced models such as executable specification models prescribed by BDD.

    * Engineering Maturity Model - While there are well prescribed best practices and models within the Engineering phase for Agile teams, adopting an all at once approach can be fraught with danger for the teams especially given the constraints of a global delivery model such as staffing pyramid (practitioners at different levels of capability including graduate hire resources), the Engineering maturity model provides teams with a prescriptive model around adoption starting with relatively basic principles like refactoring to adoption of more advanced practices like TDD, BDD etc.  

    * Metrics - Based on the level of the maturity of the Agile adoption, Aditi has come up with prescription around metrics the teams could adopt. These are classified into different buckets using the MoSCoW prioritization principles.

    * Tooling - Aditi has come up with a well prescribed guideline for Agile teams in the adoption of tools across the lifecycle (Ex: for Collaborative lifecycle management, Continuous Integration, Build management, Code quality management etc) and has come up with bootstrap assets which teams can leverage to run with when they start the transformation.

    * Organization readiness - For an organization to embrace Agile, many of the current internal practices (Recruitment, Sales etc) and current infrastructure (Ex: Collaboration platforms, infrastructure) needs to scale up as well. A well defined maturity model towards transformation allows organizations to adopt a more phase wise approach towards these areas of transformation and helps the different business units to also scale up at a sustainable pace.

  • Liked Ahmed Sidky
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    How Sustainable is your “Agile?” Transforming to Sustainable Organizational Agility

    Ahmed Sidky
    Ahmed Sidky
    schedule 3 years ago
    Sold Out!
    90 mins
    Talk
    Advanced

    As many organizations are adopting more and more agile, a key question is emerging … how sustainable is agile in our organization? When the embedded agile coaches or consultants leave, will things go back to the way they were? How long will it take before agile becomes just empty rituals and checklists, like the other processes did? Will things go back to the way they were after our sponsor moves on? It is our experience that the sustainability of agile is deeply linked to how the organization “transforms” to agile. We know that transforming an organization to become more agile requires more than just process change. Rather, it requires a complete culture shift. Sustainable, effective agile transformations affect all the elements of culture such as, leadership style, leadership values, work structures, reward systems, processes, and of course the work habits of people. How to affect that culture shift is the key question we will discuss in the session. We will present two different common transformation approaches (organizational-led and process-led) and then describe a hybrid version called culture-led transformation that is designed to change critical organizational and personal habits to improve and sustain organizational agility.

    X

  • Liked Fiona Mullen
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    Agile - An Australian Journey of Cultural Change

    Fiona Mullen
    Fiona Mullen
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    How did one of Australia's leading financial services organisation become the biggest Agile transformation story in the Southern hemisphere and what did we learn?

    The Suncorp Group leads in general insurance, banking, life insurance, superannuation and investment brands within Australia and New Zealand. The Group has 16,000 employees and relationships with nine million customers. It is a Top 20 ASX listed company with over $93 billion in assets.

    In 2007, we embarked on our Agile journey of cultural change. In this talk we will cover the strategy taken, the roadblocks we came across, the mistakes we made and the achievements along the way.

    You will learn how to tackle an Agile transformation, what to do and what NOT to do, where to start and what to expect and most of all what impact it will have, both negative and positive.

    Today Suncorp are seen as market leaders in Agile and are known globally for the Agile Academy http://www.agileacademy.com.au/agile/ which was designed for both staff and also the external market.

    The role of the Agile PMO, how to get infrastructure to work Agile, what about all those legal challenges, the cultural differences and the resistance to change? These are some of the learning we will share.

    There were challenges and successes and in this honest Aussie presentation will share with you both the highs and the lows.

  • Liked Allen Rutzen
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    Nokia Maps Agile Journey.....(Agile Transformation, Scaling and Overcoming Challenges)

    Allen Rutzen
    Allen Rutzen
    Sunil Roy
    Sunil Roy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    We (at Nokia Maps Division) began our Agile Journey in 2009, with a Top Down approach for Agile Transformation. The formation of an Agile Working Group (with members having Agile experience behind them) at two major sites was instrumental in shaping the transformation and scaling and also overcoming the challenges from time to time.

    The challenges were huge, but our spirit was bigger, and the high level strategy was decided. Interestingly, the Agile Working Group itself ran the whole Transformation and Scaling program using Agile values and Scrum frame work. Scrum was also used as the preferred framework for the agile projects (after success in our pilots), except where Scrum would not work. Kanban or hybrid methods were used in those few teams.

    What were the challenges faced, and how did we overcome them? What values helped us in our transformation journey?

    How did we migrate to the Scaling phase? What helped us in scaling and stabilizing?

    Can we rest easy now? Of course not!

    What are the next steps? And of course, the challenges ahead?

    Let us share our Nokia Agile journey with you, and help you all be successful too, in your Agile journey!

  • Liked Jayaprakash Puttaswamy
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    Agile Transformation Strategies - Insight from software & non-software world

    Jayaprakash Puttaswamy
    Jayaprakash Puttaswamy
    schedule 3 years ago
    Sold Out!
    90 mins
    Workshop
    Intermediate

    Large-scale agile transformation across organization is not only challenging to implement, but also relies heavily on strategic leadership skills of the organization leaders who drive it. In this workshop, apart from me sharing my experience of driving large-scale agile transformations from an agile coach and strategist’s point of view, participants would be encouraged to share their valueable insight as well through agile innovation games. The workshop attempts to unwind some of the intricacies of challenges involved in enterprise agile transformation and it would be presented at a big-picture level, connecting the deeper insights to agile transformation strategies. The workshop would be organized around "Agile transformation challenges" and "Strategies for effective agile transformation". Strategies described focus around Adoption, Delivery and Scaling aspects of the transformation.

  • Liked Monica Gupta
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    Agile - The next logical step in the evolution of Project Management and Organizational Transformation

    Monica Gupta
    Monica Gupta
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Project management as we know is a science that is evolving and maturing. Agile provides the next step of advancement in this arena. The topic will discuss how Agile practices have now reached a level of maturity and can be an agent of organizational transformation. These practices can now be applied to other fields and the same benefits can be reaped as we experienced in Software Development.

  • Ebin John
    Ebin John
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    This talk is all about how to make the organizational culture work in favour of you. Agile adoption/transformation face lot of resistence because the the change agents work against the organization culture.

    In this talk we talk about how to understand the organizational culture and how to work with the culture to reach agility. We learn the details of organization culture with the help of Schneider model.

    We also discuss about what is the best model for different types of organizational culture. How to move from one model to another without disturbing or fighting against the organization culture.

    The talk is all about "Making your culture work".

    X

  • Liked Kalyanasis Banerjee
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    Large agile transformation applying Kotter's change leadership strategy

    Kalyanasis Banerjee
    Kalyanasis Banerjee
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Beginner

    Link: http://wikireedia.net/wikireedia/index.php?title=Kotters_8_steps_for_implementing_strategy

    Kotter's change leadership framework was established almost 2 decades back. This paper highlights how the same steps helped a structured, waterfall company to start adopting agility to improve time to market. 

    That there is a need for a change was understood when we started. We formed a team that created the sense of urgency.

    We established a common vision ... a simple & easily understandable one.

    We created a framework which can help people understand what does agility means. The framework was created keeping the existing constraints & process (CMMi-5) in mind.

    We worked with an existing team to pilot, proved it works, made a case study and then showcased it to other teams to give an example. This answered the FAQ … does it work for me ? This helped other teams to overcome the fear of uncertainty.

    This created the bottom-up curiosity acres the organisation, in almost every team. They all had a different question now … how can I apply this ? This started the actual transformation.

  • Liked Rituparna Ghosh
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    Driving Continuous Improvement for Excellence through Lean Agile

    Rituparna Ghosh
    Rituparna Ghosh
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Despite being a CMMI Level 5 company, in the early 2000 business exigencies prompted Wipro to look towards a sustainable continuous improvement drive.  Wipro started it Lean-Agile transformation initiative way back in 2004-05. In the initial days, the euphoria of a new subject helped in the adoption. The evangelists came from the ranks and their success stories helped us in broadbasing the initiative. In the past decade or so the organization has grown 5 fold – not to mention the increase in the complexity of operations. The early adopters and evangelists too were not in a position to take ahead the journey. They often took up different roles either within the organization or externally. Knowledge became tribal in nature without there being a continuous cycle for continuous improvement. 

    This is a live case study of how the organization took ahead the transformation initiative and breathed fresh life into it, in an environment which was much more challenging. We built a cadence of Continuous Improvement by

    1. Adopting a SuHaRi model of Inform-Perform-Transform  
    2. Aligning the roles and responsibilities to aid Continuous Improvement
    3. Building a rewards and recognition programme for increased participation
    4. Involving Senior leadership to drive the cultural change by aligning policies and principles
    5. Measuring engagement and effectiveness – not only in terms of measurable metrics, but also in terms of intangible benefits