Speed.

It's been a driver in our industry before it was even an industry. The more Agile becomes more mainstream, the more we think it's part of the package. Books are out promising that certain frameworks can deliver twice as much in half the time. And yet, teams still struggle delivering what's expected of them.

Once I started asking people of all levels of leadership what they thought speed would give them, it allowed me to develop some experiments around those expectations.

Please join me for a case study where we discuss the need for speed, the origins of that desire, and the ways it manifests itself into deliverables. My desire is for the audience to take away some powerful learning into their places of work. Only by understanding the expectations around speed can we reset them into an environment built around trust and support for motivated individuals.

You've sent the managers to Scrum Master training. The development team is getting pretty good at writing automated tests and have most of the release process automated. Your CIO is recognizing that Quality Assurance, Security, and Independent Testing is going to need to change to take advantage. But something isn't right. Specifically, you're still not producing products that delight customers. Or, you are producing products that delight customers, but they can't see the light of day because of other stakeholders.

The dirty secret in Agile Transformation is that for all the talk about how the IT organization needs to change to engage with customers and produce working software, what gets less talked about is how comfortable the customers, or the proverbial "Business", has gotten with the status quo before Agile.

In this talk, we explore who are the stakeholders that comprise "the Business", what barriers they often face in adapting to Agile, as well as some practices that can help you ensure that they have seat on the Agile Transformation train.