Experiment by Experiment: Scaling the Agile Mountain
The need for organizational improvement is constant. How do you know what better looks like and how to get there? How do you launch and track experiments? Know when to persevere or pivot? In this talk, we'll share our real-world stories for how our teams experimented together to self organize around key product initiatives. We'll share our problems, mistakes, and lessons learned. We hope you'll leave with an understanding of the nuanced problems with continuous improvement, and a framework for running your own experiments. We will give an overview of a standard change framework we used:
* Knowing what better might look like
* Knowing how to measure and detect if that intervention is working
* Knowing where you have leverage to make things better
* Knowing how to intervene based on that leverage
* Knowing how to support the intervention
* Knowing when to amplify or dampen your efforts
Outline/Structure of the Case Study
Introduction and background information (5 min)
Case study round one(10 min)
Measure and outcomes (5 min)
Case study round two (5 min)
Measures and Outcomes (5 min)
Plan for our next experiment (5 min)
Q&A (10 min)
You’ll leave with an understanding of the nuanced problems with distributing initiatives across teams, the techniques and experimentation framework we tried to solve these problems, and whether you should try them yourself with your teams.
People scaling agile, considering scaling agile, or SAFe practitioners
Prerequisites for Attendees
Basic understanding of Agile and Scaled Agile or equivalent.
schedule Submitted 1 year ago
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David McKenna / Lieschen Gargano Quilling - Some Assembly RequiredDavid McKennaSr. Principal Agile CoachCA TechnologiesLieschen Gargano QuillingScaled Agile
schedule 1 year agoSold Out!
CASE STUDY: Agile Transformation at CA Technologies: Some Assembly Required
Lean, Agile, Digital, Two-speed, DevOps, DevSecOps, Enterprise Accelerators, and Lean Startup… where's a change leader to start? Company leadership around the world recognizes the opportunities, and the urgency, in driving effective change and create room for rapid innovation in their organization, and the market landscape in transformation is becoming increasingly cluttered as the market moves to try and fill that need. We've learned that it's unwise to "pick" a single model to follow, and that's especially true when you're tackling business-wide transformation, across the multiple operational value streams that comprise your modern enterprise. (The only thing that seems to be true is calling it by one of these specific things tends to be too narrow and cause multiple transformation programs with potentially overlapping or duplicative work to develop).
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