We hear a lot about agile transformations across businesses and the importance of all parts of the company buying in. Common are case studies on the journey that software development teams/departments go on …. but have you heard the journey from the point of view by a traditional PMO team, and the decision 1.5 years ago to challenge ourselves and table flip our traditional approach to how we worked, in and effort to better understand, communicate and live and breathe like our agile software development teams.

Let us take you on the journey we took ourselves, starting with why we made the decision to throw ourselves into a new way of working, the many roadblocks we encountered both individually and as a team, and how we learnt, adapted and evolved.


Outline/Structure of the Case Study

  • Setting the Context | The decision to try it
  • 1st roadblock | Confronting ways of working
  • 2nd roadblock | Scrum Roles
  • 3rd roadblock | Metrics …. Huh??
  • 4th roadblock | Epic breakdown and DoD
  • 5th roadblock | How do we prioritise?
  • 6th roadblock | Remaining relevant
  • Learnings
  • Q & A

Learning Outcome

Attendees will learn about:

  • How learning by doing creates deeper understanding and culture
  • The benefits traditional non-agile departments can achieve by changing how they work
  • Personal journey which individual undertake during an agile transformation

Target Audience

• Agile coaches, Change Management Professionals, Agile Team Members, Business stakeholders

Prerequisites for Attendees

No prerequisite knowledge

schedule Submitted 3 years ago

  • Daniel Ploeg

    Daniel Ploeg - An introduction to STATIK - getting starting with Kanban

    Daniel Ploeg
    Daniel Ploeg
    Kanban Coach
    schedule 3 years ago
    Sold Out!
    45 Mins

    Given that Kanban is more than just "Post-its on wall", getting started is often misunderstood and leads to shallow implementations that don't give you much bang for your buck. In this talk, I will give you a brief introduction of how to get a Kanban implementation underway effectively using a technique that has been tried and tested worldwide. We will look at STATIK - the "Systems Thinking Approach to Introducing Kanban". As we unpack it, you'll see that it can be very helpful in getting your Kanban system started in the right way and will help guide the conversations that you need to have to get started.

  • Neil Killick

    Neil Killick - Slicing heuristics - Techniques for improving value generation, speed to market and delivery predictability

    60 Mins

    Story (or, more accurately, capability) slicing is such a core and necessary practice for creating agility at team, portfolio and even organisational level. Yet it is not explicitly included in any of the popular methods and frameworks teams use such as XP, Scrum and Kanban.

    Slicing heuristics are collaborative, contextual, evolving techniques for creating focus on value-generating activities, leading to delivering value sooner and with more predictability. They incorporate all of the 4 core agile values from the manifesto, and many of the 12 principles, particularly:

    • continuous improvement (inspect and adapt),
    • maximising the amount of work not done (simplicity and focus)
    • face-to-face conversations
    • continuous delivery of value

    Best results are obtained if heuristics are applied for all types of work, by all of the folks collaboratively across the value chain, but they can be used as safe-to-fail experiments by individuals and groups wherever they sit in the product delivery pipeline.

    From a practical perspective, they involve:

    • slicing deliverables at all levels, not only "story"
    • flow metrics (cycle times and variation)
    • specific inspect and adapt / continuous improvement activities to improve speed-to-market and predictability
    • big visible boards (ideally)

    Come and learn about this powerful, practical approach to improving agility in your team or organisation from wherever you sit right now.

  • Neil Kingston

    Neil Kingston - Do project managers still matter? | A Case Study

    45 Mins
    Case Study

    For many Agilist the idea of having a project manager attracts scorn and derision. The idea of having one at is laden with bad memories, mental baggage and principled objections.

    So, is there a role for a project manager in an Agile organisation? There is, but it requires a different style of project manager and a project manager that thinks differently.

    My company’s ongoing transition from project-based delivery to product-led Agile delivery runs in parallels to my own personal transition leading a team of project managers into this world.

  • Stuart Woodward

    Stuart Woodward - The thing about metrics.....

    Stuart Woodward
    Stuart Woodward
    Iteration Manager
    schedule 3 years ago
    Sold Out!
    45 Mins
    You decide to measure then you have to maintain the quality of your data.
    You spend more time collating the data than doing the analysis. Should I use a tool to help? Which tool should I use?
    You measure everything but then their is too much information.
    You limit your metrics then your team is critiqued. What about the areas that do not have metrics?
    Why fix the metrics that I am focusing on if that is not the biggest problem with my team anymore?
    You are questioned. “We know how long it takes you to complete a ticket but when will you be finished that feature? Can you convert that to a Gantt chart?”
    Maybe you get “What is a CFD again? Will that tell me if you will be finished by the fixed end date?”
    Does anything here sound familiar?
    Metrics are great, but it is the stories around the metrics that are important.
    It is what you learn and how you improve, it is not about absolute numbers. It is definitely not about numbers to compare teams.
    At Intelematics we are on an Agile journey and I’d like to share with you what has worked so far for us ....... and what hasn’t.
    This is not just about the metrics though, I will also aim to share some tips and tricks to help change your culture....and tell you some things to avoid.
    I will cover:
    • The turkey
    • Game theory
    • Wip it. Wip it good
    • Ambush metrication
    • Gold plated iterations
    • Grand prix estimations
    • The status quo
    • The BRW
    • We are PMO
    • Size matters
    • The human side
    • Changing stories
    • Too slow Joe
    • BI the wayside
    • Retro silence
    • Where is the value
    • What’s the story point

    I don't claim to be an expert but I hope I have an interesting story to share.