• Liked Michael Harris
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    What if you need to scale agile but don't fit the models? A case study.

    Michael Harris
    Michael Harris
    schedule 1 year ago
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    45 mins
    Case Study
    Intermediate

    Agile scaling models tend to be based on scenarios where 5 - 10 agile teams are working on the same project/program/product/value stream.   The scaling models provide some good ways of organizing the work that needs to be done to plan, synchronize and demonstrate the outputs of the teams.  This case study describes the path of a development group that has 10-12 teams working on about 50 different software "products and services" within a reasonably narrow-focused energy company.  The case study describes how they went about paring down the SAFe model to meet their needs and then prioritizing the scaled-back scaling transformation using group inputs to a weighted shortest job first exercise.

  • Liked Cindy Bloomer
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    Influencing Organization Change – a Framework for Thinking about and Designing Change Initiatives

    Cindy Bloomer
    Cindy Bloomer
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    Studies over the last two decades have shown change initiatives have a high rate of failure to meet expected outcomes, yet traditional change management approaches continue to apply a sequential, step-by-step process in constantly changing environments.   An underlying assumption for these approaches seems to be that the desired end-state is assured, as long as the steps are followed.

    Successful change initiatives in today’s environment will view the “wicked problem” of complex change through an empirical framework based on proven concepts from Organization Development (OD), augmented with tools and techniques from additional disciplines such as Lean, Agile, and Human Systems Dynamics (HSD) to influence changes in thinking and behaving.

    This interactive session includes:

    • Overview of the OD approach to organization change
    • Introduction of a Change Spectrum for visualizing organization change
    • Introduction of an Empirical Framework for designing and implementing change initiatives
    • Introduction and Overview of a few specific diagnostic models from OD, Human Systems Dynamics, and Integral Agile
    • Overview and discussion of a few specific tools and techniques that help shift thinking and behavior

     

  • Liked Awais Sheikh
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    Agile Paradoxes: Extensions or Contradictions?

    Awais Sheikh
    Awais Sheikh
    schedule 1 year ago
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    45 mins
    Workshop
    Intermediate

    As we see Agile evolving through the years, particularly into the government space, a lot of terminology is used that seems foreign to many who first used agile with their individual teams.  "Hybrid Scrum"..."Delegate Product Owner"...even "Scaled Agile".  Are these simply extensions of the agile values and principles in the manifesto to fit a different and more complex environment, or do they represent a diluting of those same values and principles?  Explore in a facilitated workshop with your peers whether such terms are appropriate (maybe even necessary) to adopt agile in the complicated enterprise, or whether they represent (oxy)moronic agile and a step backward.

  • Liked Scott Richardson
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    Real World Techniques for Enterprise Agile Transformation

    Scott Richardson
    Scott Richardson
    schedule 1 year ago
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    45 mins
    Talk
    Advanced

    Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation.  Based on current experiences driving Fannie Mae's enterprise Agile transformation, and drawing upon years of experience leading Agile transformations in multiple divisions at Capital One, Mr. Richardson will share proven methods and approaches for leading a successful Agile transformation.  This session is aimed at senior leaders, executives, and management. 

    Via a dynamic presentation and lively participant dialog, we will cover in depth topics such as:

    • Assessing your organization's strengths and opportunities re: Agile adoption at all levels in the organization
    • Key elements of a successful Agile transformation plan & execution of that plan
    • Engagement strategies for teams, middle management, and executive leadership
    • Techniques for lighting a fire with Agile enterprise-wide
    • The appropriate roles of delivery leaders, Circles of Excellence, User Groups, PMOs, etc.
    • Maintaining Agile discipline in the face of organizational friction
    • Dealing effectively with many varieties of change resistance specific to Agile transformations

    Additionally, we will cover advanced enterprise topics such as:

    • Enterprise investment management and new techniques for an increasingly Agile portfolio
    • Refinements to Procurement approaches to enable Agile
    • Structural elements in large organizations that must be addressed for an Agile transformation to have staying power

     

  • Scott Pringle
    Scott Pringle
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

     

    "My end date is fixed."
    "My customer gave me 1000 traditional requirements."
    “I have a lot of algorithms.”
    “The user interface is limited – most of the work is on the back end.”
    “My customer has a mission to execute, they cannot be here every day.”

    Like in Horseshoes and Hand Grenades, being close in Agile has great value.  We need not abandon our brethren in the trenches just because some of the most recognizable practices are out of play.  The great principles of Agile help in even the most difficult environments.  Shipping great software while under some traditional constraints is a true test of the movement – and we have a track record of doing just that.  We have employed Stealth Agile, Green Box Agile, Cafeteria Agile, Agile Pathfinding, and even Agile Treason in order to deliver in less than ideal circumstances.

    A series of actual scenarios will reveal the adaptations to Agile practices that kept us close to principles.  A small set of practices are present in so many of our projects that we consider them to be part of our Agile core.  Sometimes we rename them, sometimes we feather them, sometimes we disguise them, but they are always present and are pivotal to success.  Chief among these are the various practices that enable and encourage rapid feedback at multiple levels including Customer, Product, System, and Development.

  • Ken Furlong
    Ken Furlong
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    Why does the Agile community encourage cross-functional teams?  So many large organizations have naturally organized into system-specific teams.  This is a very common and logical approach.  At scale, though, it creates serious impediments to organizational agility and getting things done.  We'll discuss the roots of that phenomenon, one of our key interests in cross-functional teams, patterns for enabling such a team structure, some failure modes, and how to prevent them.  Please join us!

  • Liked Peter Wilding
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    How to Make Global, Distributed Agile Work

    Peter Wilding
    Peter Wilding
    schedule 1 year ago
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    45 mins
    Experience Report
    Intermediate

    Clarabridge is a commercial software company headquartered in Reston, VA.  We have 8 scrum teams, almost all of which have members on two or more continents and some of which span up to 10 time zones.  This has created challenges that we have addressed in a variety of ways over time.  In this talk, we'll discuss the evolution of our methods for running distributed scrum teams and share what has worked well and what hasn't.

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