Rejuvenating Agile Collaboration Across an Organization: A Case Study

Five years after the initial adoption of Agile, PointClickCare had grown from 10 development teams to 40, from a single market focus to serving multiple markets each with their own distinct needs, and from a general software platform to a core solution with multiple, market-specific modular variations and add-on modules.  Through rapid growth, teams had been stretched, juggled and supplemented to support the continued need for new products, and the process that worked for 10 teams was showing signs of strain.  To reinvigorate their Agile methodology implementation, and to set the stage for future success, PointClickCare set off to rejuvenate their Agile approach.  

Over the course of two years, PointClickCare gathered input and feedback from teams, management and software industry experts, and worked through various experiments and pilots to rework their development process.  PointClickCare began implementing new and improved practices to promote a process and culture that would carry through further growth. 

This case study will show you where PointClickCare started, the indicators that showed where improvements were needed, the steps taken to research, plan and execute organizational change, and the lessons learned from the experience.

 
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Outline/structure of the Session

1. History of Agile implementation at PointClickCare

2. Indicators of the need to improve

3. Steps taken to research and gather input

4. The plan of attack

5. Results and lessons learned

Learning Outcome

The attendee will gain an understanding of the challenges of operating an Agile engineering shop that is in rapid growth in a traditional industry.  They will understand some of the indicators of Agile anti-patterns and the path taken to improving.

Target Audience

Managers, Executives, or others interested in organizational Agile adoption

schedule Submitted 1 year ago

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