Strategizing Complex Business Processes with Agile

1. Introduction
The agile organization is a living organism.Organizations are rapidly seeing their projects shift from the ‘complicated’ to the ‘complex’ space and are finding the old ways of trying to predict plans and control change that no longer work. Strategic planning is a fluid process.Just as water naturally deviates its course around a boulder, an organization should aim to be agile enough to shift directions when obstacles arise.Today's world has become increasingly complex, unpredictable and prone to rapid change.There's little value in developing the perfect, rigid strategic plan. Instead, successful organizations are adopting a more dynamic approach to strategizing by embodying an agile decision-making culture.
2. Explanation of benefits of building long-term Agile plan
Agile development, in its simplest form, offers a lightweight framework for helping teams, given a constantly evolving functional and technical landscape, maintain a focus on the rapid delivery of business value.No matter what agile methodology we are using (kanban, scrum, or a combination) or where we are on our agile journey (just starting out or practicing agile at scale), there’s still a need to forecast over a long period of time, make date commitments, plan resources, and tie our work back to a strategic vision. This is the moment to pause, reflect on what we had originally set out to accomplish and ask ourself candidly if that vision still resonates.Creating a culture based on agile decision-making is fast becoming table stakes. Although it can be a challenging shift for well-established firms with legacy and bureaucracy issues, taking a more flexible approach to executing and communicating your strategic plan is vital.Harnessing the business process and the organization strategy to the agile roadmap will project the value of the agile transformation.
3. Steps for building long term Agile Plan
We will talk about the steps to build a long-term agile plan using a metaphor in 8 steps:
3.1.Start with the big picture.
3.2.Identify the big ticket items.
3.3. Break it Down
3.4. Get Estimating
3.5. Create smart Releases
3.6. Generate Roadmap
3.7. Share with the team and validate
3.8. Keep Improving

4.Dialogue with the audience
(re: examples of complex systems etc)
5. FAQ
Q&A
 
 

Outline/Structure of the Talk

Introduction
Explanation of benefits of building long-term Agile plan
Steps for building long term Agile Plan
Dialogue with the audience
FAQ

Learning Outcome

At the end of this session, audience will be able to connect to real time issues on strategizing Agile projects at enterprise level .In addition to this ,this session will largely benefit those who are facing challenges transitioning from Transitional project management world to being an Agilist.

Target Audience

Agile Practitioners,Agile Coaches,Scrum Masters,Program and Project Managers,Business Strategists

Prerequisites for Attendees

None

schedule Submitted 1 month ago

Public Feedback

comment Suggest improvements to the Speaker
  • George Dinwiddie
    By George Dinwiddie  ~  1 month ago
    reply Reply

    I like these aspects of the submission, and they should be retained:

    • Strategic Planning

    I think the submission could be improved by:

    • Use the Abstract to entice attendees. Describe the problem they face and tell how this session will help them deal with it.
    • Put the details in the Outline for the reviewers. Give examples.
    • Beware the "house building" metaphor. You'll lose a lot of peoples' attention with that.

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