The principles of agile are so simple that its simplicity eludes many practitioners. Pulling in a white board with sticky notes, writing user stories instead of business requirements document, avoiding developing any document, and use of some agile popular tools does not mean that agile has been implemented. 

In this presentation, I provide an approach to how agile transormation begins. Fundamental to agile is the self-organization and if one doesn't think (T) agile, become (B) agile by following the recommended steps, and develop (D) on practices to refine agile in the specific industry, agile will not solve the business challenges. The personality traits of those leaders that attempt to transform into agile will lead to incorrect implementation.  Often, in such cases if Agile fails, it is because we failed agile! 

Breaking on the TBD approach, this presentation will explore additional topics that start with us, team, and the organization to truly transform into agile methodology.


Outline/Structure of the Talk

  • 5 min - Introduction
  • 10 min - Leadership Challenges to Agile Implementation
  • 10 min - TBD Framework
  • 15 min - Agile Transformation starts with you, team, and organization
  • 10 min - Q&A and Summary

Learning Outcome

  • Self-evaluation
  • Team evaluation
  • An individual development plan for the TBD
  • Training opportunities for the new roles for the agile transformation

Target Audience

Product Owners, Project Managers, Account Managers, Program Manager, Team Leader, PMO Managers


schedule Submitted 6 years ago

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    • Fred George
      Fred George
      Fred George Consulting
      schedule 6 years ago
      Sold Out!
      60 Mins

      The latest new, cool tool comes along. Will you be allowed to use it? Probably not! So how can you change that?

      This presentation looks at the introduction of new technologies at three companies, The Forward Internet Group in London (a start­up originally, now grown to 400+); MailOnline, the online version of the Daily Mail newspaper from London (a very old organization with an existing IT shop); and Outpace, a Silicon Valley startup.

      In both cases, Programmer Anarchy was introduced. This managerless process (not unlike GitHub in its value propositions) empowered the programmers to make technology choices and to freely experiment with new technology. In the case of Forward, massive growth and profits ensued. In the case of MailOnline, re­development of core systems into new technology has been launched, and expectations significantly exceeded.

      This presentation will touch on the various aspects of implementing Programmer Anarchy at MailOnline:

      • Team building through programmer training

      • Pilot project without managers, BA’s or dedicated testers

      • Reinforce the model with new HR structure emphasizing skills over titles

      • Create self­organizing teams of 5­8 developers (multiple such teams)

      • Charter teams with a specific project, and let them deliver

      • Avoid artificial schedule pressure

      The intent is to provide a possible roadmap to get your latest technical toys moved into production systems. 

    • Patrick K Phillips

      Patrick K Phillips - Understanding Lean and How it Can Scale Agile

      60 Mins

      Is business process improvement part of Lean IT? What about best practices and benchmarking? Is agile software development a Lean IT practice? What about IT operational excellence and the ITIL service management framework? How about performance management dashboards and scorecards? Is applying Lean techniques to project management considered a Lean IT practice? And is cloud computing relevant in a Lean IT world? The answer to all these questions is yes. But Lean IT is much more than just a set of tools and practices; it is a deep behavioral and cultural transformation that encourages everyone in the organization to think differently about the role of quality information in the creation and delivery of value to the customer.

      Lean IT enables the IT organization to reach beyond alignment toward fundamental integration, cultivating an inseparable, collaborative partnership with the business. Whether you are new to Lean, or a seasoned veteran, in this book you will find new insights into the power of Lean and the critical impact of an integrated IT function. In this discussion Patrick Phillips will explore all aspects of Lean IT within two primary dimensions:

      Outward-facing Lean IT: Engaging information, information systems, and the IT organization in partnership with the business to continuously improve and innovate business processes and management systems

      Inward-facing Lean IT: Helping the IT organization achieve operational excellence, applying the principles and tools of continuous improvement to IT operations, services, software development, and projects These two dimensions are not separate but complementary.

      The adoption of the term Lean software development is more than a name change. While agile is a set of development and life cycle management tools and methods focused on the just-in-time development of quality software, Lean software development addresses a larger context: the environment within which the software operates, the value streams of the enterprise. For example, in a business application, properly functioning software is viewed as a supporting element of the business process. In an embedded software application (such as the operating system of a smartphone or the control systems of a jet aircraft), the software is part of the overall product design and value proposition to the customer. Lean emphasizes seeing the whole through the eyes of the customer, not its component parts through the eyes of the designer or developer. “Lean software development views all Agile methods as valid, proven applications of Lean thinking to software,” says Jeff Sutherland, a signer of the Agile Manifesto. “It goes beyond Agile, providing a broader perspective that enables Agile methods to thrive.”

      In the words of Mary and Tom Poppendieck, “A Lean organization optimizes the whole value stream, from the time it receives an order to address a customer need until software is deployed and the need is addressed. If an organization focuses on optimizing something less than the entire value stream, we can just about guarantee that the overall value stream will suffer.” We have witnessed many skilled agile practitioners fall into the common Lean trap: focusing on tools and techniques rather than solving problems and eliminating waste. Lean software development expands agile’s focus from optimizing the software development process toward improving entire value streams. Thus, Lean software development must integrate and synchronize with all business processes, management systems, and kaizen activity, supporting the Lean transformation of the overall enterprise.  This session will take you into a discussion with a practitioner who is one of the industry's leading figures in understanding and utilizing lean. 




    • Naresh Jain
      Naresh Jain
      schedule 6 years ago
      Sold Out!
      90 Mins

      In order to achieve my goals, as a buyer of your product, I want awesome feature.

      AT: make sure your users stories don't get in the way.

      Users Stories, the tool teams use to break big ideas into small demonstrable deliverable, are easy to describe and challenging to write effectively. In this hands-on workshop you'll learn how to write great user stories that adhere to the INVEST principle. We'll learn various techniques to slice your stories using the vertical-slicing approach. We will discuss what elements should be included in the stories, what criteria you should keep in mind while slicing stories; why the size of your user story is important and how to make them smaller and efficient.

    • Raju K

      Raju K - Applying Agile Material Science for High performance teams

      Raju K
      Raju K
      Principal Agile Consultant
      schedule 6 years ago
      Sold Out!
      45 Mins

      Human body is made of lot of materials. Mother Nature has natural science properties and wonderful logic on these materials. In this presentation, I present how we can Identify the good materialistic science properties that Humans possess, how we can leverage and encourage them to build high performance teams.

      Using a natural way to groom your team members, motivate them to deliver and work together towards success. You will be surprised to know how by having a deep understanding of these properties, you can transform an ordinary individual and medicore teams into highly charged, motivated and super delivery teams.

      Nature is awesome. So are humans. Come and join me in using a natural way to build high performance teams.