location_on United States
Member since 4 years
Specialises In (based on submitted proposals)
Dave, the Director of the Agile Center of Excellence, leads the effort to transition Fannie Mae to a lean Agile organization. The transition encompasses introducing the lean start-up product development mindset, establishing implementation approaches that scale and model agile principles and behaviors, measure the quality and scope of enterprise agile adoption, as well as work across the organization to align corporation functions (e.g., HR, Facilities, various governance bodies, etc) to support an agile lean organization.
For Lasting Change, Take an Agile Approach to Your Agile Transformation!Dan CraigDirector, Agile COEFannie MaeDave McMunnDirectorFannie Mae
schedule 2 years agoSold Out!
One of the most difficult challenges faced by an organization entering a large-scale, enterprise transformation is how to achieve lasting change. Oftentimes, leadership will charter an Agile Center of Excellence (COE) in the hopes that training, coaching and publication of best practices will bring the desired change. While these actions typically generate excitement and build early momentum, by themselves they will not change the “DNA” (aka, mindset) of the enterprise. To avoid long-term atrophy of agile benefits, it is critical to charter a COE that is deeply in-tune with the enterprise and able to quickly pivot to meet demand. You need an agile, agile COE.
Join David McMunn and Dan Craig as they discuss their three-year journey driving the Fannie Mae agile transformation. They will review the early days of the transformation (agile pilots, scaling and formation of the COE) and then highlight the critical “tipping points” where the COE had to significantly pivot with regard to focus and services provided. While no two transformations are ever the same, this talk is sure to provide food for thought and give solid examples of an agile approach to an agile transformation.
Building Strong Foundations…. Underwriting Fannie Mae’s Agile TransformationPhillip ManketoSr. AGILE CONSULTANTELIASSEN GROUPDave McMunnDirectorFannie Mae
schedule 4 years agoSold Out!
Over the course of the last two and one-half years, Fannie Mae has worked aggressively to transform itself from a heavily silo’d and firmly entrenched command and control culture, following a gated workflow, with long release cycles, to an Agile organization. Today, Fannie Mae is a more dynamic value oriented organization that is responsive to stakeholders, focused on achieving greater efficiency by enabling fast-feedback loops, as well as using empirical data to optimize mature and persistent agile values and practices.
Within the larger context of the transformation to enterprise agility, this Experience Report will focus on the case for change, Fannie Mae’s journey and the corresponding challenges, benefits and key learnings realized. Our conclusion, while it is important to build bridges with business stakeholders, mature agile teams, leverage automation and embrace the values and principles of the agile manifesto… a successful and longstanding transformation is dependent upon the unrelenting focus on changing the ecosystem supporting the organization’s change at the outset.
Panel: Agile Transformation at Scale... Fannie Mae's Executive PerspectiveDave McMunnDirectorFannie Mae
schedule 4 years agoSold Out!
Abstract: Fannie Mae, a leading source of residential mortgage credit in the U.S. secondary market, provides reliable, large-scale access to affordable mortgage credit across the country to help individuals buy, refinance, or rent homes.
Coming out of the housing crisis in 2013, Fannie Mae recognized that the lending environment it was moving into required it to be even more responsive to meet rapidly changing customer needs. Further, Fannie Mae recognized that agility was critical, not just in technology, but across the enterprise to achieving this objective.
Over the last 2 years, Fannie Mae has undergone a concerted effort to adopt the agile values and practices and has begun to recognize the benefits promised. Today, there are more than 170 agile teams across Enterprise IT, and both functional and business portfolio's are adopting lightweight agile values and practices as part of their day-to-day activities.
As a result of transforming from Waterfall to Agile, Fannie Mae experienced a significant boost in productivity as well as a reduction in delivery risks through the relentless focus on innovation and automation to ship "production ready" code with high and higher frequency. The transformation to Agile has revolutionized how the firm plans for the delivery of large scale ($100 million plus investment/year) programs, has significantly mitigated risk inherent in complex in integration between legacy and new architectures/applications, as well as between internal and external systems.
Within the larger context of the transformation to Enterprise Agility, this Executive Panel Discussion will provide unique Executive insight with respect to the organization's journey to date and goals for the future.
Fannie Mae Executive Panelists:
- Bruce Lee, SVP & Head of Operations and Technology, O&T Executive Office
- Stephen Pawlowski, SVP for Business Solutions Initiatives, SF Mortgage Business
- Frederic Veron, SVP & Head of Business Technology and Delivery Services, Enterprise IT
- Mike Garcia, VP for Development Services, Enterprise IT
- Scott Richardson, VP for Enterprise Data Strategy Execution, Enterprise IT
- David McMunn, Director, Agile Center for Excellence, Fannie Mae
Cracking the Code... Implementing SCRUM at Scale within Enterprise Data at Fannie MaeAtif SalamDirector, Enterprise Data DeliveryFannie MaeDave McMunnDirectorFannie Mae
schedule 5 years agoSold Out!
Fannie Mae, a leading source of residential mortgage credit in the U.S. secondary market, provides reliable, largescale access to affordable mortgage credit across the country so people can buy, refinance, or rent homes. In November 2014, Fannie Mae’s Enterprise Data Warehouse completed a multiyear project to implement several thousand data attributes across numerous interfaces which were then integrated with various development organizations working in parallel; the results were suboptimal. In January 2015, Fannie Mae undertook a brownfield initiative to transform Fannie Mae’s Enterprise Data Warehouse, responsible for sourcing, vending and provisioning data attributes, which informed numerous interfaces, as part of a larger Federal compliance mandate, to SCRUM. Initially, starting with two teams using SCRUM, the initiative progressed to six-teams implementing SCRUMOFSCRUMS, within 6 months. Thereafter, the SAFe framework was adopted encompassing twelveteams (130+ team members) on a single Agile Release Train. As a result of transforming from Waterfall to Agile, Fannie Mae experienced a significant boost in productivity and reduction in delivery risks through the relentless focus on innovation and automation to ship "production ready" code with high and higher frequency. The transformation to Agile has revolutionized how the firm plans for the delivery of large scale ($100 million plus investment/year) programs, has significantly mitigated risk inherent in complex in integration between legacy and new architectures/applications, as well as between internal and external systems. Within the larger context of the transformation to Enterprise Agility, this Experience Report will focus on the changes to the organization, architecture, and technical practices required to implement data attributes every two-weeks and the corresponding benefits realized.
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