Leaders often find themselves in this situation after few plus years in an agile transformation journey. At the start of the trek everyone in the enterprise were super excited, adopted new practices, shared learnings, worked as cohesive unit, and delivered predictable and continuous value to customers.

Trekking through the years, we find consultants leave and with it the expertise. You start to notice dysfunctions, lethargy, lack of motivation and biggest problem diminishing value delivery to customers. What is going on? As trek leader why do I feel we are walking backwards reliving the past all over again? How do we stop it and resume trekking in the right transformation path?

How to stem the backward spiral, with organic sustainable strategies and governance mechanisms that have been applied successfully at large enterprises. The talk introduces the learning organization model with transformation office, coaching nucleus, community of practice and knowledge nerve center all working under the stewardship of change leadership team.

Leaders often find themselves in this situation after few plus years in an agile transformation journey. At the start of the trek everyone in the enterprise were super excited, adopted new practices, shared learnings, worked as cohesive unit, and delivered predictable and continuous value to customers.

Trekking through the years, we find consultants leave and with it the expertise. You start to notice dysfunctions, lethargy, lack of motivation and biggest problem diminishing value delivery to customers. What is going on? As trek leader why do I feel we are walking backwards reliving the past all over again? How do we stop it and resume trekking in the right transformation path?

How to stem the backward spiral, with organic sustainable strategies and governance mechanisms that have been applied successfully at large enterprises. The talk introduces the learning organization model with transformation office, coaching nucleus, community of practice and knowledge nerve center all working under the stewardship of change leadership team.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets.

Based on the book “Switch: How to change things when the change is hard?” by Chip Heath and Dan Heath, we discover the basic personalities of the Rider and the Elephant in each team member that continue to conflict, the recommended techniques within the proponents like “Direct the Rider”, “Motivate the Elephant”, “Shape the Path” could be easily adopted in an enterprise agile transformation journey across teams.

Are they pilot agile teams and managers who are leading the way you’re headed? If so, those are the bright spots. Establish processes and capabilities that identify bright SPOTs within your organization and implement policies that allow resource rotations and shadowing with such exemplary teams.

To motivate the elephant, we need to overcome the natural inertia by shrinking the change. We as agile coaches and lean agile change agents need to start small and think big, articulate small wins, perform small acts that kick the ball forward and lead to big change, how leaders can appeal to the identity of the teams.

The paper describes the SWITCH Clinic Framework in action that could be used to establish a game plan using the nine dimensions that helps identify and drive the change. It contains case study of a situation, where the SWITCH template has been applied to chalk out a game plan and make the desired SWITCH.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets.

We find that as enterprises drive business agility using lean agile methods, it faces friction and quickly hits against wall of rigid traditional budgeting methods and project based cost accounting.

Traditional cost accounting believes in long horizon planning, it values plan accuracy with frequent variance analysis against original estimates rather than accept uncertainty, respond quickly to market trends. We notice frequent delays on re-approvals of changing budgets; a big WASTE. How can we transform finance functions to enable lean agile software and systems development?

We can address this conflict with new Lean-Agile budgeting models that cater to the need of both the worlds: allowing empowered lean agile development programs for rapid decision making that are responsive to market, align with professional accountable management of dollar spends.

Traditional cost center based investment planning is based on deliverables, but the content of such deliverables are changing rapidly that require flexible resourcing across projects.

We all agree that agile portfolios need to execute and deliver value within an approved operating budget which is an outcome of strategic planning process at enterprise level. This paper describes the nuts and bolts around how to establish, administer and govern agile portfolio budgets