Many organizations are currently going through an Agile transformation. Unfortunately, many of them struggle to achieve the targeted benefits. Reports indicate that organization cultural issues remain the leading impediments to adopting and scaling agile. Over the last 15 years, I had the opportunity to lead agile implementations in more than 20 various size organizations, operating in a wide range of industries. More specifically , I spent the last 5 years at the heart of two top-down large scale transformation programs. As I reflect from those experiences, I identified several key learnings that I would like to share that could help you and your teams move on to the next agility level.

As Agile continues to scale among organizations of all types (including governement agencies), challenges are now not only at teams or projects level but are more and more encountered at the portfolio management level. To significantly improve end-to-end global delivery model and to inject effective responsiveness into strategic and operational programs, organizations need to reinvent governance by shifting organizational KPIs from variance surveillance to real business value creation. Horizontal business processes (such as planning, reporting and budgeting) must be cohesive with this shift as their influence and impacts go far beyond scrum/kanban floor-team execution mechanisms. How should we organize and manage such a transformation? Where should we start? How should we deal with existing processes and management paradigms that are far from being Agile?

This conference will provide numerous references and pointers from a successful large scale Agile government transformation. The two speakers are senior agile coaches passionated for real change and for long lasting improvement. All together Jean-René and Richard combine more than 20 years of Agile experience and have helped many organizations improve their performance with agile principles and practices.

It is intended for executives, managers and everyone leading and applying changes in the organization.

The word "Agile" is all over the place now. Discussions are not only about if you are doing it, but mostly about how you are doing it. And in those conversations I often feel people are trying to prove hey are doing better than others.  But when we compare our agility, what do we really whant to know? How can I say that my agility is bigger than yours?

Over the last 13 years doing  agile software development and specially during the last 8 years as an agile coach I had the chance to explore this question on how to measure the teams and organisational agility through diverse tools and techniques with multiple customers and teammates. During this conference I would like to share with you those experiences and reflect on how to measure your agility. Maybe you should not only look on how you are doing agile development, but more on what is the impact of it!

Avec l'adoption de plus en plus massive des approches Agile on semble chercher de plus en plus à se comparer. "Moi je fais telle et telle pratique donc je suis plus Agile que toi"?  Aussi, on rencontre plein de gens qui mentionne utiliser l'agilité, mais en questionnant on réalise souvent que es gens en font une utilisation plutôt limitée voir même incomprise. Sans oublier les organisations qui investissent massivement dans leur transition Agile et qui espère bien, à raison, pouvoir en mesurer l'avancement. Alors comment mesurer l'Agilité?  Doit-on séparer la vraie agilité de la fausse?  Cette comparaison est-elle utile ? Et au final que cherche-t-on vraiment à accomplir? 

Lors de cette conférence, en puisant dans mes 11 années d'utilisation des approches Agile, je vous partagerez mes outils, techniques et réflexions sur cette question qui inévitablement se présente aux organisations en quête d'agilité.

Le rôle de Scrum Master, centrale à l’approche Scrum, est de plus en plus présent dans nos organisations. Pour certains il s’agit d’un rôle qui est confié à un membre de l’équipe. Pour d’autres il s’agit d’un métier à part entière qui apparaît sur leur carte d’affaires.  Parfois le Scrum Master est un analyste. D’autres fois il occupe aussi des fonctions de gestion de projet et dans certains cas le Scrum Master est un véritable agent de changement qui contribue à faire rayonner l’agilité dans l’organisation. On retrouve même des "Scrum Masters" qui ne font pas de Scrum!

Au fil des années j'ai pu constater qu'effectivement il existe toute sorte de façon de jouer le rôle de Scrum Master et donc, souvent les attentes des dirigeants envers les Scrum Masters divergent d'un endroit à l'autre. Et vous, quels sont vos attentes envers les Scrum Masters ?