Beyond “Easy Agile”: How to Overcome the Challenges of Adopting Agile in Established EnterprisesScott Ambler
schedule 8 months agoSold Out!
Many agile methods and strategies are geared towards small teams working in reasonably straightforward situations. That’s great work if you can get it. Most organizations that are adopting agile today have been in operations for decades and sometimes centuries. They are typically dealing with significant investments in legacy systems and processes that won’t go away any time soon. They have an existing culture that is usually not-as-agile as it could be and an organization structure that puts up many roadblocks to collaboration. Their staff members are often overly specialized and many people do not have skills in agile software development techniques, and there are many thoughts as to what needs to be done to improve things, the adoption of agile being one of many. This is certainly not the startup company environment that we keep hearing about.
In this presentation Scott Ambler reviews the challenges faced by established enterprises when transforming to agile and what enterprise agile means in practice. He then overviews the Disciplined Agile (DA) framework, a pragmatic and context-sensitive approach to enterprise agile, working through how it addresses the realities faced by modern organizations. Scott then works through advice for transforming your enterprise to become more agile, including the people-process-tools triad and the skills and experience required of enterprise agile team coaches and executive agile coaches. He ends with an overview of proven strategies for adopting agile in less-than-ideal environments
Facilitation #FTW! A Surprising Tool in an Agile TransformationBillie Schuttpelz
schedule 6 months agoSold Out!
How is "facilitation" a surprising tool in an Agile transformation? Good facilitation wins the hearts and minds of the people. Without the people, you have no transformation. If you want to create a "pull", rather than a "push", then grab onto facilitation as your entry point. Vastly different groups of people within this Fortune 10 company, all had immediate boulders blocking their view to transformation. I decided to be a people's coach, rolling up my sleeves, working right there beside them, moving those immediate boulders. Once they could experience a different way of thinking through good facilitation, then they were more open to thinking differently about larger transformational topics. Forget about processes and scrum practices if their heads are full of other more immediate pain points. Help to push those boulders out of the way and you have cleared a path to transformation. Give energy towards facilitating fast outcomes to current gaps, and you've built a bridge. Facilitation was a quick win and quick wins make stronger bridges.
In this workshop you will see a very brief summary of how facilitation for transformation was used in several key areas in this Fortune 10 automotive company, then we’ll move into live facilitation of my favorite exercises/techniques. This way you will experience the magic yourself and be able to go back to your company and facilitate the same exercises. You’ll also leave with my facilitation guides for reference and opportunities to talk to me more about how you could use facilitation as a transformation tool.
Delivering Business Value with Agile Project ManagementFahd Gulzar
schedule 7 months agoSold Out!
This presentation will provide an overview on what it means to be an Agile Project Manager. The presentation will focus on how to transition from being a traditional project manager to an Agile Project Manager. Agile is not a set of rules or a number of steps, instead it is a mindset. This presentation will show you how to be Agile and think Agile.
As a Project/Program Manager we should have a good understanding of what it means to be Agile. Once we understand what it means to be Agile, we can start implementing Agile practices and techniques in our projects – giving rise to Agile Project Management.
During my time at the bank, some technology teams have embraced Agile while others have outright refused. As a Project Manager, I was able to obtain positive results by running certain work streams in Agile and other in waterfall. Certain work streams are suitable for Agile while others may be suitable for Waterfall. We can experience optimal results and an increase in stakeholder satisfaction by using an integrative approach.
Outcomes-Focused Agility - Story Mapping for achieving Strategic Intent
Florence Nightingale is considered the founder of modern nursing. Put in charge of nursing British and allied soldiers in Turkey during the Crimean War, Nightingale was the first person to define planned consequences from activity as the basis for action when she introduced evidence-based outcome indicators to nursing and healthcare.
Nightingale’s approach was later applied to outcomes-based education and in programme management with the introduction of ‘logic models’. Fundamentally, it is a quality management approach focused on helping us get the desired results from our interventions and activities. Nightingale was arguably the first person who figured out that you need to start with framing the result you want to achieve (the why) to determine what you should do, how you should do it, when you should it, and where you should do it - all the while using an inspect and adapt mindset to interpret actual results against expected ones to determine the next course of action to be taken, including re-framing the expected results based on what we have learned so far.
In this interactive session the two Larry's (Cooper and Sullivan) will be your guides as you learn how to identify the goals and objectives (the why) for a real world scenario, how to use a simple canvas and mapping technique to figure out what needs to be done and in what order, and how to adapt what gets done next based on what we have learned so far. The mapping technique is similar to story mapping except that it provides a deeper understanding of the true nature of most projects in enterprise settings - this technique helps us story-map our strategic intent.
It helps us to more clearly identify and solve the minimum viable problem.
For Product Owners it will help them gain better insights into how value gets defined at an enterprise level and provides a line of sight from strategic goals and objectives down to actual products too be built. For leaders it helps them understand that most projects are often really multiple ones that need to be sequenced and that it is the work that is often not identified and hence not done that sinks most large efforts.
These techniques provide clarity and allow us to deal with uncertainty when dealing with complex problems and messes while maintaining agility throughout.
A Federal Government Shared Service Success Story: Buyandsell.gc.caKen McMillan, PMP, CISSP, ITIL, MIPIS, PCIP
schedule 7 months agoSold Out!
Phoenix, the federal government’s pay modernization initiative, aptly illustrates the federal government’s challenges with successfully deploying shared services. Phoenix, Shared Travel Services, and the Government of Canada Marketplace demonstrate that traditional waterfall project management coupled with an excessive emphasis on specifications can exacerbate risk and produce less-than-ideal results.
On schedule and on budget, Buyandsell.gc.ca began hosting the Government Electronic Tendering Services on June 1 2013. The shared services offered on Buyandsell.gc.ca help more than 80,000 private sector suppliers and buyers representing more than 90 federal departments and agencies to focus on doing business, instead of figuring out how to do business. Buyandsell.gc.ca hosts more than 1 million page views per month.
Buyandsell.gc.ca constitutes a series of successful transformation projects. These projects are a possible template for transforming government services to citizens. However, in the Buyandsell.gc.ca case, leading stakeholders never considered transformation their goal and at no time was their work managed as a transformation project.
Buyandsell.gc.ca is the result of an iterative process of discovery. The team asked open questions and was open to all possible answers. They eschewed traditional requirements definition and delivered incremental improvements guided by a strategic intent: to improve the user experience of tender management. By allowing tender creators and consumers to validate the improvements via real systems, and by accepting a long-term process of continued short-term iteration, a transformed system was made operational. That system is built upon loosely coupled foundation (platform) components that can be added to in order to deliver additional services without impacting Buyandsell.gc.ca itself.
While this approach remains unfamiliar to many in the federal government, it is based upon Agile methodologies widely used in the private sector. These techniques present a lower risk than the waterfall project management approach (the National Project Management System) traditionally use for federal government projects.
This presentation summarizes key Lessons Learned in the conception, design, implementation, and delivery of Buyandsell.gc.ca. It references best Agile practices in relation to its achievements.
Agile Transformation is a disruptive Innovation: How to make the best of itCherifa
schedule 9 months agoSold Out!
Why is transformation such a trendy concept right now? Why is it disruptive and how to make disruption turn into your advantage?
Transformation from heavyweight, "traditional" software delivery processes, towards more collaborative or "agile" approaches has become a critical success factor. The Agile movement has taken on this challenge and has the characteristics to improve the quality of projects (better), deliver ‘must have’ functionality in a timely fashion (faster), by spending less capital (cheaper). But many teams often fail to incorporate a strategy to identify, collect and communicate the value delivered by their agile pilots. Using a change framework such as “Kotter” combined with a SAFe and a Disciplined Agile approach, will help accelerate your software delivery, make your Agile process adoption sustainable and build the foundation for an overall enterprise transformation? Based on real-world experiences, this workshop addresses how organizations can increase their probability of success in their agile transformation by making the disruption works for them instead of working against. Disruption
introduces risks!! How to mitigate risks with resilience, how to overcome organizational barriers will be explored? Assumptions that underpin process changes are discussed. Organizational barriers and other pitfalls are explored. The use of process frameworks to assess and plan is presented and techniques to "make it stick" are suggested.
Attend this session to learn the key effective habits that are used during an agile transformation. I will present a real-world project with a Telco organization, and "lessons learned" from this innovative organization that we helped to execute on their ambitious plans to "evolve into agile.