Organizations regularly face significant challenges while attempting to meet the product and service expectations of its customers. These challenges stem from a disconnect between those responsible for dreaming up new product and service features and the Scrum teams tasked with implementing those features to become reality. The Agile Performance Holarchy can be applied in these scenarios to align product development activities with product objectives and goals. Proper alignment allows product development organizations to provide true business value through enhanced products and services which meet their customer’s needs. This session will explore aspects of the Agile Performance Holarchy and how it can help organizations achieve successful alignment between its product and agile development teams.


Outline/Structure of the Talk

  • Explore what executives value most from using Agile-based frameworks
  • Introduce the Agile Performance Holarchy and discuss its overall importance to aligning product management and agile development teams
  • Explore the Envisioning elements of the Agile Performance Holarchy
  • How to leverage the Product Vision and Product Roadmap in promoting product understanding and alignment
  • Value of using a robust Requirements Architecture
  • Product Owner as the driver of everything product-related
  • Team structures to scale product management and agile development alignment
  • Q & A

Learning Outcome

  • Review the Envisioning elements of an agile performance model and how it can drive alignment of product and development teams
  • Explore how to structure agile teams in order to minimize dependencies and maximize achieving sprint goals
  • Recognize the value of a product vision and roadmap to guide innovation
  • Assess how adopting a structured requirements architecture is critical to delivering on product development goals and objectives

Target Audience

Product Owners, Product Managers, Agile Leaders, Agile Team Members

Prerequisites for Attendees

Participants should understand agile values and the fundamentals of agile frameworks.


schedule Submitted 2 years ago

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    • Cathy Henderson

      Cathy Henderson - I've said Yes to an Agile Culture ......Now What ?

      Cathy Henderson
      Cathy Henderson
      Sr. Consultant
      Agile CxO
      schedule 2 years ago
      Sold Out!
      45 Mins

      Never has there been more discussion on the need to provide a collaborative environment for diverse team members-and there is a plethora of visual tools, remote communication services, workplace designs for co-located and geographically dispersed teams-With this deluge of "stuff" required, there are probably just as many questions from Agile Leaders on exactly how to define, then implement, the "right" culture to be successful.

      Starting with 2 Agile Leader User Stories-"I want to define, implement, and sustain Agile Values so my teams understand and embrace those values to be successful" and "I want to set and communicate a vision compatible with Agile Values to develop a healthy Agile Organization"

      This presentation will focus on providing a set of Agile User Stories and the accompanying techniques, ceremonies, and behaviors associated with defining and implementing the desired Agile Culture.

      The User Stories and associated ceremonies and techniques, will help leaders and team members untangle the frustration over tool mania that doesn't solve cultural differences but provides a path instead to:

      • Define desirable behaviors at the organizational level, with team members input
      • Celebrate commonalities and differences
      • Use techniques like Team Chartering to define common team goals
      • Learn to Lead not manage and empower teams
      • Introduce appropriate tools that are selected base don shared values and enable communication for all team members (Millennials, Gen X, Baby Boomers included!)
    • Jeff Dalton

      Jeff Dalton - Agile Doesn't Scale. But Tribes Do.

      Jeff Dalton
      Jeff Dalton
      Chief Evangelist
      schedule 2 years ago
      Sold Out!
      45 Mins

      In the methodology world, we bifurcate methods and tactics into two broad categories: Defined Process Control (think DOD, government, and General Motors) and Empirical Process Control (think scrum). In the agile community, DPC=Bad and EPC=Good . This makes sense, because agile teams are like tribes - admit the best people you can, give them a basic operational framework, and let them decide how to perform. They don't need step-by-step instructions, audits, and checklists. Tribal knowledge is king.

      But not all tribes are healthy. The modern mythology of tribalism - that tribes always have common purpose, are committed to ritual and positive communal spirit, and that all see the world through the same lens - almost never holds true at scale. The larger the tribe, the harder it is to maintain the values.

      While there have been a number of attempts to codify "agile at scale," none of them address the thorniest problems - leadership and culture.

      This talk examines culture and leadership in six categories:

      - Leadership: Projecting values, providing infrastructure, enabling a strong, healthy self-organizing culture.

      - Craftsmanship: Building a culture of quality related to all work, not just code, but with all ceremonies, techniques, and delivery at multiple levels of the organization.

      - Affirming: Encouraging teams, at all levels of both the business and technology organizations, are delivering high quality products and services, and are demonstrating healthy and disciplined behaviors that are within established guide rails.

      - Envisioning: Building an maintaining a cross-functional architecture for product/service definition that considers business and technical stakeholders, and establishes a definition of done and estimation techniques appropriate available information, for each level of the architecture.

      Providing: Providing an organizational infrastructure to support effective agility, including methodologies, tools, physical space, technology, and training.

      Teaming: Encouraging teams to adopt self-organizing governance infrastructure, demonstrate effective techniques for continuous improvement, and share knowledge and successes throughout the entire organization.

      The foundation of this talk is the cover article of July's Better Software magazine, "Great Big Agile: An Operating System for Agile Leaders," and in the book by the same name being published by Spinger in 2018.

      Don't try to scale agile. Agile is just fine. Scale the tribe instead.

      During this session Jeff will discuss the Agile Performance Holarchy (APH), an organizational performance model based on research conducted at more than two hundred successful, and sometimes dysfunctional, agile organizations, as well as stories about some of the most common impediments facing large-scale agile organizations, along with recommendations for building great big agile.

      The APH is a behavioral model that is compatible and consistent with leading industry framework's such as SAFe, LeSS, or DAD, and is not a process or delivery framework. It focuses on behaviors that agile leaders and teams demonstrate while delivering value to their customers.