Enterprise Agile Global Transformation
Practicing Agile in an organization that is obsessed with excessive of process, documentation, and planning tools can seem an impossible task. In this session, learn how one division of a global financial services company transformed first themselves, and then became a model for the rest of the enterprise. By focusing on the business outcomes attained in initial efforts – predictability, faster time to market, and quality – a small team of change agents demonstrated value that crosses corporate boundaries.
In this presentation, we will explain the key challenges faced and the steps that have made it possible for us to succeed in an enterprise transformation, including the metrics, processes, and practices that help make a large-scale transformation last
Outline/Structure of the Experience Report
- Overview of the PDLC process created for one Business Unit in the org
- Created based on a three-tiered Enterprise Agile model
- Auditable for external regulatory agencies
- Assessed at CMMI level 3
- Metrics & Results
- Focused metrics for each audience
- Most metrics generated directly from VersionOne
- How we are spreading the process across the org through a coalition which is cohesive across Business Units, but allows the business units to customize
- Seven business units are now a part of the coalition representing more than half the organization
- Buy in from key leadership
- A simple Enterprise Agile process that has key points that can be audited by outside regulators
- An approach for a "grass roots" transformation when working for a company that has 10,000+ associates
- Key metrics and measurements for success
People who work at large organizations or in regulated industries
Prerequisites for Attendees
Basic Enterprise Agile concepts
schedule Submitted 3 years ago
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When undertaking an Agile transformation, there is a need to collect data to demonstrate progress and show improvement, but where does one even start? Common Agile metrics approaches do well at measuring team velocity and throughput, but can sometimes overlook the requirements of executive sponsors, product management, and other key stakeholders. This problem is often rooted in a lack of understanding about what business goals are driving decision making throughout the organization and what questions we should be answering with the metrics we collect.
The “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout a software organization. With GQM, we start by defining the goals we are trying to achieve, then clarifying the questions we are trying to answer with the data we collect. By mapping business outcomes and goals to data-driven metrics, we can form a holistic picture of the Agile environment and clearly articulate how we are doing across the span of the enterprise.