• Siraj Sirajuddin
    Siraj Sirajuddin
    schedule 1 year ago
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    45 mins
    Workshop
    Advanced

    Enterprise Agile Transformation initiatives are BIG. Change at this scale of thousands is tough. 

    The Leaders and Executives involved in these initiatives are going through their own personal transformation. Change at this scale of one is equally tough. 

    Siraj Sirajuddin (SPCT) has worked with hundreds of executives leading enterprise agile transformation initiatives. These are their stories of personal growth and individuation. We will hear how transformation at a personal level is the leverage for transformation at a collective level. We will also learn of unique methods that activate personal transformation for leaders who are ready to step into their leader persona but are unable to get that from traditional leadership training and coaching methods.

  • Liked Anand Murthy Raj
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    Philips - Enterprise SAFe Transformation Journey

    Anand Murthy Raj
    Anand Murthy Raj
    Sundaresan Jagadeesan
    Sundaresan Jagadeesan
    schedule 1 year ago
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    20 mins
    Case Study
    Advanced

    About the company

    Philips is a healthcare multinational company that focuses on building complete health care products and solutions for emerging markets, in addition to developing solutions and products for global markets, across the three sectors Healthcare, Lighting and Lifestyle. Using the expertise of its nearly 2000 engineers in Bangalore and aligning the marketing and sales teams the campus is responsible for creating and rolling out a complete set of products that include a whole host of solutions for global customers. It also contributes to global solutions in critical health care component development for connected consumer devices and renewable energy.

    Executive Summary

    Beginning of 2014, an external survey brought out the issues wrt time to market and code quality. Taking the survey results positively, the Leadership embarked on an Agile/SAFe journey with pilot projects. The results were amazing and with the currently learning from the pilots, the organization is running 25+ deployments within. The journey has started and Agile release trains are delivering periodic value to our customers at defined frequencies.

    Background Objective/Challenge

    Product quality, consistent & predictive delivery and quicker time to market are the key challenges the organization is trying to address today. Continuous Innovation is constrained due to the above issues and hence there is need to find a new way of product development which can meet the dynamic business needs, foster people engagement and deliver meaningful products to the world.

    Target

    ScaledAgile has been used as a framework for product development across the organization global. The whole organization is undergoing a transformation from waterfall way of working to the SAFe agile way of working and roadmap is till 2019.

    Agile Initiative

    The Framework used for the transformation can be summarized into 4 major steps

    1. Develop products in the Agile way with focus on Basic Agile practices (Scrum)
    2. Establish Product Ownership with focus on Enabling Scaling aspects (SAFe practices)
    3. Establish a release pipeline with continuous integration (supported by Automation)
    4. Adopt a DevOps Culture with focus on Continuous delivery (to production environment)


    This includes a comprehensive diagnosis of the various business processes, agile practices and behavior, engineering practices, delivery maturity and recommendations for the transition. A coaching and tooling plan is also an outcome of the diagnostics.

     Measurable Impact

    • Predictable Releases to customers (hitting the market with features every three months with features and business criticial bugs with less than 2 weeks with all the regulatory compliance)
    • Capitalization
    • Feature planned vs Feature delivered per program increment > 80%lose
    • Defect reduction co t 45%
    • Team velocity – Baseline vs actual.
    • Very high sense of ownership and high levels of engagement

    Transformation team Profile

    Global team

    • Agile Capability program manager -1 FTE
    • Agile Deployment Program Management – 1 FTE
    • Communication expert – 1 FTE (Today we are 0/1)
    • Coordination - 1 FTE
    • Enterprise Agile Coaches – 16 (Today we are 9 /16)

     

  • Liked Pavel Dabrytski
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    Agile Economics: Contracts, Budgets, Capitalization

    Pavel Dabrytski
    Pavel Dabrytski
    schedule 1 year ago
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    45 mins
    Talk
    Advanced

    How much does one story point cost? Is Sprint 0 an expense or an asset? Can you run Scrum with a fixed-cost contract? Agile challenges the existing approach to financial aspects of running projects: i.e. budgeting, forecasting, financial planning and vendor contracts.

    Applying new financial models becomes increasingly important for larger organisations adopting Agile. While they are going through an Agile transformation, they also need to maintain transparent financial governance and reporting. Shareholders would not be too excited about messy Annual Financial Statements.

    Join me if you would like to know more about Agile Economics. No financial degree is required and all the content explained in plain English with plenty of pictures!

  • Scott Ambler
    Scott Ambler
    schedule 1 year ago
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    480 mins
    Workshop
    Beginner

    Disciplined Agile (DA) is an IT process decision framework for delivering sophisticated agile solutions in the enterprise. It builds on the existing proven practices from agile methods such as Scrum, Extreme Programming (XP), Lean software development, Unified Process, and Agile Modeling to include other aspects necessary for success in the enterprise. DA fills in the gaps left by mainstream methods by providing guidance on how to effectively plan and kickstart complex projects as well as how to apply a full lifecycle approach, with lightweight milestones, effective metrics, and agile governance.

    The one-day workshop is not technical and is suitable for all team members. Many group exercises reinforce the principles learned. The workshop is also valuable for management tasked with moving from traditional approaches to agile.

  • Liked Sean Dunn
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    7 Sins of Scrum and other Agile Antipatterns

    Sean Dunn
    Sean Dunn
    Chris Edwards
    Chris Edwards
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    This is about agile “anti-patterns”: “something that looks like a good idea, but which backfires badly when applied” (Coplien). Todd has been around agile development from before it was called agile.  In that time, he’s seen teams fall into the trap of many of these anti-patterns, becoming stuck without ever realizing it. Frequently, this is due to a dogmatic understanding of what is right and wrong about Scrum and agile development. The first step to getting unstuck is to be able to detect these “sins.” The presentation aims to expose teams to these common pitfalls and then also provide a vision for a virtuous path to take them to the Promised Land.

  • Liked Mathew Aniyan
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    Data @ the core of Enterprise Agile

    Mathew Aniyan
    Mathew Aniyan
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    Agile adopts an empirical approach to software development. One of the key aspects of a successful Agile Implementation is how quickly we can react to change. For this, we need to ensure that data flows seamlessly from customer to the Agile team. This data should form a critical part of our decision making.

    • Is the customer successful in using our product or service?
    • Which features are customer most interested in?
    • Where are the friction points in usage?
    • Where are the failures happening in our product?
    • How is the customer engaging with our product over time?

    and many more similar questions.

    In this talk, I discuss best practices in data collection, analysis and visualization and how data can make your Agile process and thereby your business more effective.

  • Liked Scott Ambler
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    The Disciplined Agile Enterprise: Harmonizing Agile and Lean

    Scott Ambler
    Scott Ambler
    schedule 1 year ago
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    45 mins
    Keynote
    Advanced

    An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes.   This talk describes, step-by-step, how to evolve from today’s vision of agile software development to a truly disciplined agile enterprise. It argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. It then explores what it means to scale disciplined agile strategies tactically at the project/product level and strategically across your IT organization as a whole. Your disciplined agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. 

  • Liked Ellen Grove
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    Games for Learning about Conflict Resolution

    Ellen Grove
    Ellen Grove
    schedule 1 year ago
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    90 mins
    Workshop
    Beginner

    Scaling Agile across the enterprise can also scale up or create new organizational conflicts: groups that are accustomed to working in their own silos struggle to find ways to identify their shared interests and collaborate effectively.  Equipping team members with effective conflict resolution skills is important in helping everyone navigate change successfully.

    Conflict isn’t inherently a bad thing – it’s inevitable when people are working closely together on things that they care about. In fact, diverging viewpoints can bring new insights to help teams move forward and create something new. Dealing with conflict head-on is challenging for many people, yet few organizations and teams spend time explicitly considering “how will we work together when things get rocky?” Teams need to build the skills to be able to navigate through rough times together and come out with win-win solutions.

    This workshop will present useful models for considering conflict supported by games teams can use to develop and practice conflict resolution skills. The models address underlying drivers of conflict, modes for responding to conflict, assessing conflict severity to determine appropriate interventions, and the patterns of principled negotiation. The games build on the concepts to help participants gain insight and develop important skills in a non-intimidating and memorable way.

  • Liked Kamlesh Ravlani
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    Large Scale Product Development with Large-Scale Scrum - Case Study

    Kamlesh Ravlani
    Kamlesh Ravlani
    schedule 1 year ago
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    45 mins
    Case Study
    Intermediate

    Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk making top-down and plan driven approaches ineffective and useless.

    In this session Kamlesh Ravlani will discuss a case study of developing a product with multiple teams spread in two sites implementing Large-Scale Scrum (Less) elements.

    Large-Scale Scrum is Scrum applied to many teams working on one product. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. LeSS enables scaling the value delivery by descaling the organizational structure and optimizing the whole system.

    We'll discuss, how did the teams organize their work and accelerate value delivery? How did leaders contribute value? Which experiments worked and which ones didn't?

    PS: Interested participants are encouraged to visit https://less.works/less/framework/index.html and familiarize themselves with the LeSS Framework before the session. We will not cover the LeSS Introduction in this session, rather we'll directly jump in to the case study.

  • Ravi Kumar
    Ravi Kumar
    schedule 1 year ago
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    60 mins
    Panel
    Advanced

    Most transition or transformation involving a large scale has been lead by initiatives supported by change groups. Agile has been no different as most large organisations has invested into Agile CoEs to enable the change. The question however remains are the Agile CoEs effective in brining about the desired change. The panel discussion will attempt in understanding the challenges and various ways in which organisations are dealing with them to overcome them.

     

    Panelists:

    1. Arvind Rathore: Head of Agile Transformation -  Societe Generale
    2. Rani Malli: Senior Director, Business Transformation  - Philips Software
    3. Nagendra Kumar: Agile Change Agent -  McAfee

     

    Moderator & Devil’s Advocate: Ravi Kumar

  • Liked Prasanna Kumar Jagannathan
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    Scaling Agile via the Spotify Model - A Case Study

    Prasanna Kumar Jagannathan
    Prasanna Kumar Jagannathan
    schedule 1 year ago
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    45 mins
    Case Study
    Intermediate

    Spotify model is widely known model for scaling agile to get to fast releases and to promote creativity and innovation. In this session, we discuss about how Spotify model has been adapted outside Spotify in a major organization wide transformation to agile.   The session begins with a brief overview about the Spotify model. Then we discuss about the case study of implementing Spotify model across three continents in an onshore-offshore model.

    Spotify model encourages team independence from outside forces to promote new ideas. It encourages a marketplace of ideas to float in the organization so that the best ideas can be generated from the bottom instead of the top. Any dependencies between teams are well known by public contracts.

    We will discuss, how the team structure changed along with their responsibilities? How the change in the software team affected the organization?  How did leaders contribute value? Which changes were successful and what were not? What were the effects on software development team itself?

    PS: Participants can learn more about Spotify model at the link http://ucvox.files.wordpress.com/2012/11/113617905-scaling-agile-spotify-11.pdf

  • Liked Dipesh Pala
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    7 Things Agile Executives Should Do Differently

    Dipesh Pala
    Dipesh Pala
    schedule 1 year ago
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    45 mins
    Talk
    Executive

    One of the keys to a successful enterprise agile transformation is the support of Executive Leadership, which is more than simply providing approval. The Agile Executive enables, empowers and engages rather than controls.

    According to one recent survey, more than one in three organisations claim that the lack of Executive Leadership engagement within their businesses is plaguing current journey towards sustainable organisational Agility.

    With a special focus on Executive teams, Dipesh will be drawing upon more than a decade of Agile transformation experiences across multiple organisations, and share real-life case studies and insights to illustrate the following key things that Agile Executives need to do differently:

    1. Stop Starting, Start Finishing
    2. Slow Down to Go Faster
    3. One Team, One Dream
    4. Foster Fully Capable Teams
    5. Fail Early & Fail Small
    6. Deliver Business Value, not just Projects
    7. Servant Leadership

    Awareness of the above principles is important and may sound simple; however turning the awareness of these elements into the inner workings of our daily routine takes discipline. With that in mind, all attendees will also be given ‘The Agile Leaders Checklist' that will assist them in making such behaviours habitual.

    If you are an Executive or a Leader of an Agile team, this session will provide clear implications for where to focus your efforts in order to unleash the full potential of Agile methods to gain a competitive edge. You will be inspired by knowing what serves to catalyze and nourish progress – and what does the opposite.

  • Liked Jutta Eckstein
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    Agile Software Development for Distributed Teams

    Jutta Eckstein
    Jutta Eckstein
    schedule 1 year ago
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    480 mins
    Tutorial
    Intermediate

    On the one hand there are meanwhile not many projects left that are made at home without outsourcing, off- or nearshoring. On the other hand more and more projects discover the success factor of agile development which requests - among other things - an emphasis on face-to-face communication.

    In this course attendees will learn about the key success factors  for distributed (and maybe even large-scale) software development. The focus will be on how to apply agile processes in a distributed setting and how to establish and preserve a common development culture. Participants will learn how to adapt both simple agile practices like a Daily Scrum (also known as: daily stand-up meeting) and more complex practices like a retrospective to a distributed environment. 

    Attendees will understand that also distributed (and large) teams can  benefit from a value system and from principles that are beneficial for small teams. In fact the two trends - distribution in terms of globalization and agility - can even complement each other.

  • Jutta Eckstein
    Jutta Eckstein
    schedule 1 year ago
    Sold Out!
    90 mins
    Workshop
    Intermediate

    Agile development isn’t any longer considered to work for small teams only. Also large teams, projects and organizations are asked to focus on delivering value. So the question arises, how to adhere to the agile principles when applying them in the large.

    In this workshop we want to use the agile principles as a guideline for scaling. This is basically by understanding agile as a value system, a mindset, a culture – and not as a tool. So be prepared to being asked to think for yourself and to balance forces based on your own needs and requirements instead of finding a recipe that assumes that one size will or can fit all (organizations, projects, products, or teams). Thus, this workshop is not about providing or defining a framework for the enterprise or the organization, scaling scrum or using other existing methodologies at different organizational levels. It is about examining the agile principles according to their effects and application when scaling up. For example, we will discuss what a principle such as "self-organizing teams" means when it is applied to a team of more than 100 developers or to the enterprise level.

    The workshop is based on the necessity of large-scale Agile to give and get frequent feedback in order to deliver the highest business value to the customer at all times besides learning and getting better continuously.

  • Liked Angel Diaz-Maroto Alvarez
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    Expanding an Agile Culture in organisations with Design thinking (workshop)

    Angel Diaz-Maroto Alvarez
    Angel Diaz-Maroto Alvarez
    schedule 1 year ago
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    90 mins
    Workshop
    Intermediate

    Abstract: Design Thinking refers to the methods and processes to investigate complex problems in highly uncertain systems. This workshop is about how to use this iterative process of observation, ideation and implementation to better understand organisation's culture and create reasons for people in the organisation to embrace Agile. Design thinking is commonly used to create empathy for the context of your customers, but this time we'll use design thinking to create empathy for the context of your staff. 

     

     
    Summary: This workshop is about how to use a design thinking process an techniques to better understand organisation's culture and minimize resistance to change in the creation of an Agile culture. The strategy is to combine empathy for the context, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. This solutions are aimed to create reasons for people in the organisation to embrace Agile. You'll also learn some useful design thinking techniques that you can use in your retrospectives!! Description: Design Thinking refers to the methods and processes to investigate complex problems in highly uncertain systems, acquiring information, analysing knowledge, and positing solutions. This workshop is about the usage of this process to better understand organisation's culture and minimise resistance to change in the creation of an Agile culture. The strategy is to combine empathy for the context, creativity in the generation of insights and solutions, and rationality to analyse and fit solutions to the context. This solutions are aimed to create reasons for people in the organisation to embrace Agile. This iterative process of observation, ideation and implementation can be integrated within your retrospectives and also applied outside IT to create a continuous improvement engine for organisational culture in organisations.
  • Liked Ran Nyman
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    The transformational power of LeSS and SAFe

    Ran Nyman
    Ran Nyman
    schedule 1 year ago
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    45 mins
    Talk
    Executive

    In this session, we will study how two scaling approaches, LeSS and SAFe, affect the fundamentals of the organization: leading flow, unity, and learning. A critical choice is the balance between program execution and long term evolution. We will give valuable thinking tools for choosing the correct approach.

    Scaling Agile is easily misunderstood. Do you want to handle bigger programs and more teams or do you want to have more value with less hassle? Or do you want to widen the Agile adoption to the whole of the organization: culture, business, and leadership.

    Both Large-Scale Scrum (LeSS) and Scaled Agile Framework (SAFe) have a history with Nokia and use it as a reference. The pattern of Coordination Chaos (http://www.slideshare.net/gosei/coordination-chaos) was one of the main reasons leading to the infamous “Burning Platform” of Nokia Mobile Phones. It is a core challenge in scaling. Most big organizations around the world face similar problems. Nokia provides a relevant story to understand and compare what these approaches offer.

    Another challenge is learning. Big corporations often use the machine metaphor for the organization. This management thinking optimizes resources and cost, locally and in the short term. It treats learning as cost, especially learning outside of one’s special role. Let’s contrast this with a Scrum team (the team + the product owner + the Scrum master). It cross-learns inside the team. It inspects and adapts at the market. Here learning creates value. This is what you want to scale up.

    We will look at the approaches by using organizational control theory created by William G. Ouchi where he defines three main control mechanisms; bureaucratic, market and clan control. This explains why teamwork is the only way. Even having the same basis the frameworks differ how control is achieved, and it has an impact on long-term sustainability.

    The flow of work is analyzed looking at batching of work, length of detailed planning horizon and organizational structures.

    Finally, we will point out the main questions you should look at when selecting LeSS or SAFe. What is their transformational power. Are they aiming at a fundamental change from Taylorian organization to Lean and Agile.

     

     

  • Liked Gopinath Ramakrishnan
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    Laying A Strong Foundation for Agile Transformation

    Gopinath Ramakrishnan
    Gopinath Ramakrishnan
    schedule 1 year ago
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    20 mins
    Experience Report
    Beginner

    Success of an Agile Transformation depends a great deal on how effectively it gets initiated.
    This experience report presentation will discuss a 5-Step approach deployed for successfully initiating an Agile Transformation engagement at a client location.
    The practices that ensured effective identification and execution of two pilot projects will be shared.
    We will also talk about how using a customized version of  Comparative Agility™ Assessment  Framework, the impact of the Agile way of working on these pilot projects was measured.

    The impact of Agile on pilots was presented in terms of quantified measures (metrics) of benefits and areas of improvements to the leadership team. The results were encouraging enough for them to continue with the Agile Transformation exercise by bringing the rest of the projects in the organization into its fold.

  • Raghu Kashyap
    Raghu Kashyap
    Anu Balasubramanya
    Anu Balasubramanya
    schedule 1 year ago
    Sold Out!
    45 mins
    Case Study
    Intermediate
    Its been a long journey for Agile in Product Development or support areas. There are well established organizations where the usage of Agile has been remarkable and Orbitz is one of those places.
    Why don’t we hear as much in the BI space when it comes to Agile? This is probably attributed to the ad-hoc nature of BI projects and fluid nature of End Goals. We over the last few years tried to change this perception and leverage the goodness and effectiveness of being Agile in the BI space. BI is so vast that there are different areas where you can bring in the principles and process of Agile. We are incorporating XP, Scrum and Kanban principles to transform the way we do development and support our businesses. We were also successful in incorporating CI within the BI area using tools such as Jenkins, Stash and Git.
    Broadly classifying the BI projects either into Migration or New Development, we could categorize the Characteristics and Challenges faced in BI projects in terms of Business Stakeholders, Budget, Team Composition, Know-How and Execution time. Based on these factors, identifying the right framework of Agile was the key. This helped in zeroing on tools, techniques, methods etc of Agile philosophy and enabled successful completion of projects.
  • Liked Vineed Mathew
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    How to become business agile in a corporate stage-gated product development environment

    Vineed Mathew
    Vineed Mathew
    schedule 1 year ago
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    20 mins
    Case Study
    Intermediate

    Getting teams to do agile is a beginning; getting it scaled to enterprise is progress; becoming agile at the portfolio and business level is success. How do we get pass the team level to program management level. Scaling agile frameworks comes to the rescue. Or do they ? Many product companies are tied down by stage gate processes coming from the era of Cooper's product development aproaches. They are good and are needed. But they can be an obstacle if they hamper business agility. 

    Understanding the purpose and spirit of stages, gates and milestones are key to aligning with Agile. Often they are linked to project management controls and the need for marketing to be sure of meeting target dates. But these become counter productive if its still a scrum-fall at the ends. Since regulated industries still require stage-gated approaches to conform to constraints in their QMS and business needs, agile principles and the stage gate need to exist side by side.

    In this experience report, you will get to learn how the advantages of stage gates can be leveraged while at the same time achieving the goals of agile in an effective way. This is not agile at the team level where we have teams executing agile, but at the product development - portfolio level. How are the efforts and releases coordinated and orchestrated keeping in mind the constraints of stage gates and milestones.

  • Liked Ran Nyman
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    Large-Scale Scrum Introduction

    Ran Nyman
    Ran Nyman
    Naveen Kumar Singh
    Naveen Kumar Singh
    schedule 1 year ago
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    480 mins
    Tutorial
    Intermediate

    Large-Scale Scrum (LeSS) is a framework for scaling agile development to multiple teams. LeSS builds on top of the Scrum principles such as empiricism, cross-functional self-managing teams and provides a framework for applying that at scale. It provides simple basic rules and guidelines on how to adopt Scrum in large product development.

    In this tutorial, we focus on LeSS framework and see how you can scale Agile development to big organizations. We will start by looking at basic assumptions behind scaling and what different approaches there. Then we learn how LeSS deals with scaling in big groups and finally how LeSS can be adopted for existing organizations and what changes it bring in.

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