Founder, Chief Operating Officer
location_on United States
Member since 7 years
Specialises In (based on submitted proposals)
Naeem is a highly successful Management Consultant with phenomenal success integrating strategies, innovations, technologies, and personnel to drive operations and technology. Naeem has over 15 years of experience in IT in healthcare, banking, telecommunication and education industries. Recently Naeem was the Chief Operating Officer at MGRM. Prior to this, Naeem served as the Head of Technology Services at ING DIRECT Bank, one of the largest online banks in the world. Naeem led the implementation of DevOps and corresponding agile technical practices at the bank. At Siemens, Naeem led 100+ resource DevOps teams in a global distributed environment.
Naeem is a Scaled Agile Framework™ Program Consultant (SPC), Certified Scrum Product Owner (CSPO) and a Certified Software Quality Engineer (CSQE) from American Society of Quality. He has a Master’s degree in Telecommunication & Computers from The George Washington University and has an MBA from The University of Chicago.
Infrastructure Agility in the world of DigitalizationNaeem HussainFounder, Chief Operating OfficerAgileTrailblazers, LLC
schedule 1 year agoSold Out!
The rapid pace of adoption of digital technologies is changing business models and providing new revenue and value-producing opportunities for organizations. Traditional infrastructure teams are undergoing agile transformation to support the business demands generated with advent of artificial intelligence, cloud computing, security needs and enablement of DevOps practices. This talk will be focused on Agile for Infrastructure organizations.
Don't just strategize, execute! Operationalizing your portfolio vision.Naeem HussainFounder, Chief Operating OfficerAgileTrailblazers, LLCBrian BarrCEOAgileTrailblazers
schedule 2 years agoSold Out!
Most organizations spend an enormous amount of energy on creating strategies to meet their objectives. Many firms face challenges in executing the strategy and here are some of the challenges with managing a portfolio:
- Making investment decisions for the portfolio of projects supporting the strategy
- Determining funding needs for MVP (Minimum Viable Product)
- Determining project priorities
- Determining project Go-No Go "toll" gates in a lean agile portfolio
- Tracking of project, programs, release dates
- Budget vs. actuals.
- Managing multiple projects
- Managing release dates and "payload"
- Determining team capacity
- Determining schedule impacts
This talk is designed to share:
- A summary of portfolio theory
- How to manage agile and non-agile projects in the portfolio
- How to create a roadmap for transformation
- Example of a fully implemented project portfolio for agile and non-agile projects using a tool
Injecting the Lean Startup mindset into Enterprise Porfolio ManagementPatricia RemacleSVP, Product DeliveryHobsonsNaeem HussainFounder, Chief Operating OfficerAgileTrailblazers, LLC
schedule 2 years agoSold Out!
Ensuring you are delivering the highest value to your customers in quick iterative cycles is a tenant of Lean and Agile. But as organizations grow it becomes more complicated to allocate budget and build a portfolio that includes innovative transform initiatives as well as initiatives to address your technical debt and enhance your existing solutions. A single rank ordered backlog based on value may be too simplistic. Instead, enterprise businesses can use a framework that was popularized by Gartner to build a well balanced portfolio of initiatives for each value stream using the following three categories :
- Run: Carry out essential enterprise activities that do not connect directly to a particular customer segment (or, to put it another way, to a particular revenue stream)
- Grow: Enhance business performance in established markets serving established customer segments with established value propositions
- Transform: Enter new markets with new value propositions for new customer segments
Most businesses have no issues building a backlog of Run and Grow initiatives but wisely spending the budget allocated to Transform is another matter. Applying a lean startup approach to managing this part of the portfolio can lead organizations to establish investment boards to oversee the evolution and iterative investment in transform initiatives. This is a group of senior stakeholders - both technical and non-technical - that meet regularly to evaluate the results of discovery / design sprints, discuss the goals for the next iteration and ultimately fund or kill the initiative. It functions as the enterprise equivalent of venture capital.
Hop Onto the Release Orientation TrolleyBrian BarrCEOAgileTrailblazersNaeem HussainFounder, Chief Operating OfficerAgileTrailblazers, LLC
schedule 7 years agoSold Out!
This session will cover the WHAT, WHY, and HOW of release orientation:
- What does it mean to be a release-oriented organization? (WHAT)
- Why should you move to release orientation? (WHY)
- How do you make the shift to become a release-oriented organization? (HOW)
WHAT (25 minutes): Project oriented organizations focus entirely on getting a related set of intent packaged into a container called a project and seeing that entire container move through from requirements generation to software release. Release-orientated organizations are singularly focused on continuously getting releases out the door that maximize business value delivery without being constrained to only releasing related business intent in the portfolio. To achieve the continuous release of software systems, organizations must apply lean thinking and principles to every aspect of their delivery frameworks and minimize the overhead associated with making releases with high quality. In this portion of the session, we will cover:
- Agile organizational design and resource allocation to ensure maximum flow of shippable product to the release
- Agile portfolio management, funding, and approval approach geared towards agile organizational design, smaller, incremental business intent approval and prioritization. Moving towards a mindset of customer value delivery in shorter iterations vs. delivering full projects. Moving away from large project funding towards capacity funding.
- Lean configuration management and branching strategies focused on continuous releases
- Automation strategies for a continuous integration, deployment, and testing model to allow scaling of a Release-Oriented organization
- Fixed release schedules that provide a known cadence to delivery within groupings of business value streams
- Lean, real-time architectural governance for new and significantly enhanced systems
- The importance of holding and prioritizing retrospectives at both the team and release levels.
- Creation of key Release-Oriented teams to provide the “glue” for the release and provide agile change management, software packaging and release
WHY (10 minutes): Release-orientation gets the entire organization to focus on the most important reason we exist as software developers – maximizing business value delivery through frequent, quality software releases. Moving the organization towards release-orienting thinking provides an invaluable lens for wise organizational decision making. In this portion of the session, we will cover:
- Examples of decisions made when release-oriented vs. project-oriented
- Key benefits realized when you have moved towards release-orientation
- Enablement for scaling of agile frameworks when release-oriented
- Release-orientation budgeting reduces organizational churn for resource allocation
HOW (15 minutes): The move from project-orientation to release-orientation is both a mindset shift as well as a framework practice change. For too many years, we as software developers, IT shops, and businesses have been successful delivering projects. In this portion of the session, we will cover:
- How to sell the organization on the benefits of release-orientation
- How to transform your company from its current organizational design to a structure that supports release-orientation - How to make release-orientation a long-lived, self-sustaining aspect of your software delivery framework.
Q & A (10 minutes): The session will finish with a brief questions and answers section.
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