Siraj Berhan
Director, Agile Enablement & Transformation Services
RBC Royal Bank of Canada
location_on Canada
Member since 6 years
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Siraj Berhan
Specialises In (based on submitted proposals)
I have a Bachelor of Science (Specialized Honours in Computer Science) from York University in Toronto, Ontario. I have over 16 years of progressive software development and management work experience, particularly in providing technical leadership, project management, process management, and people development.
I got addicted to applying Agile development methodologies over a decade ago ever since I was fortunate to lead development activities at a startup using eXtreme Programming (XP). I have extensive experience in enterprise Agile transformation.
Across all lines of business at the Royal Bank of Canada I lead the consulting, training, and coaching of various agile teams. I'm continuously championing for being agile with a goal of making teams, products, and businesses flourish. I've trained hundreds of practitioners and managers on agile development through various multi-day courses covering agile at an enterprise level including Scrum and engineering practices.
Prior to my current role, I’ve spent over a decade delivering software and leading teams in a variety of roles of increasing responsibility at Novator Systems, CPNI Inc., Ontario Teachers’ Pension Plan (OTPP), and IBM Canada Ltd.
I'm a Certified Enterprise Coach (CEC). Also, I'm currently enrolled in an Executive MBA program at the Ivey Business School.
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Agile Culture Transformation & Breaking Barriers with Open Space
Siraj BerhanDirector, Agile Enablement & Transformation ServicesRBC Royal Bank of Canada
Jon TracyCoachAgile Influenceschedule 6 years ago
60 Mins
Talk
Beginner
Agile transformations are exceptionally hard, particularly at very large enterprises. Many companies embark on adopting Agile practices yet fail to reap the benefits of being Agile. For example, focusing on the ceremonies or events of a particular methodology or thinking of Agile as another tool or process instead of realizing that ultimately being Agile is a dramatic shift in mindset and culture. The challenges of an Agile transformation are much more entrenched and compounded at an enterprise level where the difficulty of the transformation is proportional to the scale of the enterprise.
This talk explores using the concept of an Open Space as a mechanism to evolve the culture of the organization from a siloed command-and-control hierarchy with rigid roles, processes, and procedures to a more fluid collaborative agile environment embodying the agile value of individuals and interactions over processes and tools.
In this talk will share how to benefit from the journey of a transformation towards an Agile culture using example of applying Open Space across various groups at the Royal Bank of Canada.
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