Agile transformation Explained: Agile 2017 Session

Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.

The document provides an introduction to the Scaled Agile Framework (SAFe). It discusses that SAFe was developed to help agile scale for large organizations as traditional structures do not support innovation, speed and agility at scale. SAFe combines agile with systems thinking and lean product development. The core of SAFe is the Program level which revolves around Agile Release Trains (ARTs) consisting of cross-functional self-organizing teams that deliver working solutions every 2 weeks through planning events.

Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”

Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

This document discusses the agile mindset and contrasts it with the traditional waterfall mindset. It defines mindset as a person's way of thinking and opinions. The agile mindset values individuals and interactions, customer collaboration, responding to change, and valuing working software over documentation. It also discusses agile principles, practices like Scrum and Kanban, and the differences between doing agile and having an agile mindset. The document contrasts fixed and growth mindsets and provides indicators of an agile mindset at both the team and organizational levels. It also discusses common agile pitfalls and provides resources for further reading.

Agile Transformation is a consulting firm that specializes in organizational transformation using Agile, Lean, and other methods. They help clients transform their processes, teams, and culture to improve performance. Their services include assessing needs, developing custom roadmaps, coaching teams in Agile practices, and training leaders in skills like servant leadership and collaboration. Clients praise how Agile Transformation helped them successfully transform their culture, empower teams, and bridge gaps between departments.

Presenter: Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale. Topics will include: • Basic agile and lean methods • Scrum of Scrums • SAFe • Disciplined Agile Delivery (DAD) • Agility at Scale (Ambler/Lines) • Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).

Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes: - plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes - la coordination entre équipes Scrum n'est pas optimale - vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint" - sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise Si c'est le cas, venez découvrir le framework SAFe. Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.

The Scaled Agile Framework (SAFe) is an agile framework for enterprise-scale organizations. It addresses challenges of architecture, integration, funding, and roles at scale. SAFe has three levels - portfolio, program, and team. At the portfolio level, investment themes drive budget allocations. The program level uses Agile Release Trains of 5-10 teams to deliver value in 10 week iterations. Teams use Scrum or Kanban with 2 week iterations. SAFe aims to apply lean-agile principles at an enterprise scale.

When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary. We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including: Lean techniques for managing flow Effective prioritization techniques Long range road-mapping Demand management and planning Progressively elaborated business cases Validation of outcomes Support for audit and compliance needs These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.

The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.

When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.

Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.

Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset. Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders. Video link: https://vimeo.com/album/3674400/video/147609195

The three most important things you need to keep in mind when leading agile agile transformation... and some other useful stuff.

This document provides an overview of the Scaled Agile Framework (SAFe) for applying Lean and Agile practices at an enterprise scale. It discusses the key aspects of SAFe including the three levels (Team, Program, Portfolio), roles and activities within a Program like Release Planning and the Agile Release Train, and how features flow from the Portfolio through Epics and Programs down to individual Teams. The goal is to show how 5-10 Agile Teams can deliver shared objectives using SAFe to scale Agile practices beyond a single team.

Discussed and summarized Scaled Agile Framework (SAFe@4.0) concept as an extension of Agile, together with Steve Ohnishi and two more people.

This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.

This thought-leading presentation discusses applying Agile to any organization. It makes a research-based case that Agile is spreading and that change is inevitable. It then discusses the barriers to change and how to overcome them. It next presents the idea of “Intelligent Agile” – an Agile scaled to your organization and its needs. It then presents the “next practices” required to make a sea change in Agile PD. Along the way, the presentation features best practices to overcome barriers, develop “Intelligent Agile, and continue to grow.

The document outlines an agenda for leading a large-scale agile transformation as an executive. It discusses understanding transformation, organizing transformation work, and planning/managing progress. It emphasizes the need to define structure, governance, and metrics to support agility at scale. The transformation should happen incrementally through "expeditions" and "basecamps" to establish agile practices, teams, and systems in an iterative way while removing impediments. A three step approach is recommended: 1) Build a leadership coalition, 2) Define an end-state vision, 3) Plan the transformation in increments.

Large companies often struggle to adopt agile practices in a meaningful way. This presentation will help you understand why you are struggling to adopt agile, and more importantly, what you can do about it.

The document discusses three key things needed to transform an organization into an agile enterprise: backlogs, teams, and working tested software. It explains that properly formatted backlogs provide clarity, accountability, and measurable progress. Cross-functional teams allow for autonomy, mastery, and a sense of purpose. And emphasis on continually delivering working, tested software is important at scale through governance, structure, and metrics. The document also identifies common barriers such as organizational dependencies, technical debt, and improperly managed requirements.

Revealing results from a primary research study, this presentation takes on the question of applying Agile practices to products that integrate software, hardware, firmware, and mobile components. The presentation highlights how to translate Agile methods to hardware and spells out the organizational challenge organizations face.

This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.

This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.

The document provides an overview of Matrix, an IT solutions company, and discusses key concepts of agile project management and how they can be applied to sales. Some key points: - Matrix is a 31-year-old, privately held IT services company with over 2,300 IT positions filled annually and 1,500 consultants. It has offices across the US and offshore delivery centers. - Agile principles focus on individuals, interactions, working software, customer collaboration, and responding to change. For sales, these emphasize understanding customer value, tying it to company vision/initiatives, and ensuring quick delivery of value. - Key agile metrics for sales include customer value, time to deliver value, and

The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.

The document discusses why agile transformations often fail in large enterprises and provides recommendations. It begins with a brief history of agile frameworks and principles. It then discusses that agile transformations require changes to culture, structure, and practices. A successful transformation starts with defining a rational delivery system for the enterprise. Barriers to agile in large organizations include matrix structures, dependencies between teams, and a lack of governance. The document provides a framework for mapping an incremental agile transformation and developing a roadmap with the right structure, metrics, and governance.

Agile methods aren’t just for software anymore. Actually, they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative, and incremental approaches to do their work is rather breathtaking. Agile is truly going mainstream. The question at hand is can we apply team-based Agile straight out of the box in a non-software context? Can we take our scaled Agile approaches and apply them without modification? Mike Cottmeyer’s experience is that most of the principles and patterns apply, but sometimes the practices and frameworks need modification for a particular context.

Presentation for Southern Fried Agile conference 10/23/2014 that outlines how to scale agility in an enterprise. The conference is a one day'er in Raleigh NC. Great Crowd :)

In an enterprise environment that is not structured to adopt out-of-the-box Agile, it’s critical to adopt Agile to your enterprises business drivers, value structure and governance. While Agile methodologies can improve the predictability, quality, and time to market of your software delivery, they are not a silver bullet.

This document provides a summary of Lean Enterprise Institute's qualifications and approach to enterprise transformations. It states that LEI is a partnership of experienced practitioners focused on using Lean, Six Sigma, TQM and BPR to drive customized, global transformations. It highlights LEI's pioneering work in developing and applying Lean approaches and its track record of significant financial results for clients. LEI promotes a "Capability Led" model to build internal improvement capabilities and deliver both short-term wins and long-term culture change over 5-10 years, as opposed to short-term "Event Led" approaches.

Agile methods aren’t just for software anymore. Actually they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative and incremental approaches to do their work is rather breath-taking. Agile is truly going mainstream. The question at hand is can we apply team-based agile straight out of the box in a non-software context? Can we take our scaled agile approaches and apply them without modification? Mike Cottmeyer will talk about his specific experiences with two companies, in different industries, both trying to use agile to solve their problems.

This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.

Looking at Agile, it is so simple. In fact Agile is just structured common sense. Still so many people struggle to get their success in Agile. What is going on? The point is Agile, with all its simplicity, is based on different paradigms and the old paradigms hinder. The question is, can you identify thew old paradigms and furthermore, how do you change them. Arie van Bennekum will take you in his talk on his 22 years Agile journey and share his experience, successes, his delta’s and IATM, the Integrated Agile Transformation Model he developed for Agile transformations. IATM is a successful Agile change process to (the next level of) Agile he and his teams use doing international Agile transformations.

The document provides information about Rick Austin, an expert in agile transformation. It discusses his experience applying agile practices to teams of various sizes. The document then outlines Rick's approach to agile transformation, which focuses on changing culture, establishing practices, and organizing work into teams, backlogs, and deliverables. It presents a theory of transformation involving forming teams, building backlogs, and producing working software. The document also discusses scaling agile through governance, structure, and metrics.

Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.

This is the deck used by our Chief Technology Officer, Matt Van Vleet, at 2021's Agile + DevOps West conference. This deck provides you with a visual to help you understand our Basecamp model, the Transformation Journey, and the DevOps practices you should apply at the different stages of Transformation.

Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles. You can check out the talk here: https://hubs.ly/H0pGFRH0 So you want to become a great Agile coach? Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that. Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.

Does any of this sound familiar?  Ad hoc delivery within a low trust environment.  Failing technical practices that lead to integration nightmares.  Multiple teams making things up as they go.  Shared common code with no communication amongst teams. If so, you might want to check out this case study. Learn how one company was able to leverage Agile to make and meet their commitments and begin expanding into new markets.  First check out the abbreviated version in this deck, then download the real thing here: https://hubs.ly/H0nhQHl0

The document discusses challenges with strategic execution and proposes leveraging agile principles to address them. It outlines problems like long planning cycles, assumptions, and inability to respond to changes. The presentation then introduces a model for aligning an organization around continuous learning and value delivery. Key aspects include managing decisions, measuring assumptions, and governing the flow of work to validate strategies through rapid delivery of solutions.

Agile has been great. Revolutionary, even. Organizations are producing software faster, creating more cross-functional and collaborative teams than ever before. However, a lot of Agilists are experiencing diminishing returns on their investment to go Agile. Why is that? The reality is that you've likely tapped the potential of your Agile practices and you've reaped all the benefits of the Agile culture that you've instilled already. The good news is that your journey doesn't have to end here. The next evolution of Agile is to restructure the business, create a product-driven organization, and build a system of delivery that's conducive to getting more mileage out of your investment in Agile.

Our governance model and team design may look a little complicated at first glance. However, there's a lot of intentionality within our system of delivery to ensure that you're solving the right problems, at the right time, to maximize throughput and the value delivered to your customers. In this video, our Chief Methodologist, Dennis Stevens will remove the noise and walk you through our governance model and team design to help you better understand the LeadingAgile system of delivery. For more information on our approach to Transformation, check out our latest white paper: www.leadingagile.com/whitepaper If you're interested in helping other organizations achieve their Agility goals within a system such as this, check out our careers page: www.leadingagile.com/careers

Dave Nicolette discusses the tendency for novice teams to feel that maintaining information radiators in their team area represents duplicate effort on top of keeping their project management tool up to date. In reality, the two types of tools have quite different purposes. Let’s clarify the purpose of each and the differences between them.

Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

Ever feel like you're doing metrics wrong? Well, you probably are! Join us and up your game by learning the GQM approach to Agile metrics. In Agile, there is a need to collect data to demonstrate progress and show improvement, but where does one even start? Common Agile metrics approaches do well at measuring team velocity and throughput, but can sometimes overlook the requirements of executive sponsors, product management, and other key stakeholders. This problem is often rooted in a lack of understanding about what business goals are driving decision-making throughout the organization and what questions we should be answering with the metrics we collect. The “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout a software organization. With GQM, we start by defining the goals we are trying to achieve, then ask clarifying questions around those goals, and finally answer our questions through objective metrics. By mapping business outcomes and goals to specific measures, we can form a better picture of the Agile environment and clearly demonstrate how we are doing across the span of the enterprise. During this session, we will explore the GQM approach and show its effectiveness in identifying the key information your enterprise needs to know at the Executive, Portfolio, Program, and Delivery tiers. We will provide sample metric sets for each tier and explain the goals and questions that drove us to them. At the end of this talk, the audience will understand not only how to ask the right questions, but specifically what metrics can be used to answer them.

With the increased speed that CIOs and CTOs are moving their teams into agile environments, their financial brethren are running to catch up. Having been grounded in the days of waterfall methodologies, the financial side of the house is dealing with great uncertainty on how to account for software development costs. Questions include: Are all development costs now expensed because of the continual planning, developing and pivoting of software projects that occurs within agile? If development costs can be capitalized, what is the appropriate way to track these costs – through hours or something new altogether like story points? We will explore how the historic accounting guidance that was developed specifically through the lens of waterfall methodologies remains applicable within agile methodologies. We will look at the alternative ways to amortize these capitalized development costs and evaluate the pros and cons of doing so. In addition to the financial reporting aspects of this presentation, we will also explore the benefits gained by moving from project-based funding to overall product–based funding and what key requirements must be in place to have that successful. The goal of this presentation is to increase awareness among the audience that while making the decision to become agile is a business decision, this decision cannot be done in isolation. The business will eventually need the approval by their finance colleagues and if these financially grounded colleagues are not educated on the financial and accounting implications of moving to agile methodologies they may block such a move based on their misunderstandings alone. Getting everyone on the same page is a key success factor when moving to agile.

When undertaking an Agile transformation, there is a need to collect data to demonstrate progress and show improvement, but where does one even start? Common Agile metrics approaches do well at measuring team velocity and throughput, but can sometimes overlook the requirements of executive sponsors, product management, and other key stakeholders. This problem is often rooted in a lack of understanding about what business goals are driving decision making throughout the organization and what questions we should be answering with the metrics we collect. The “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout a software organization. With GQM, we start by defining the goals we are trying to achieve, then clarifying the questions we are trying to answer with the data we collect. By mapping business outcomes and goals to data-driven metrics, we can form a holistic picture of the Agile environment and clearly articulate how we are doing across the span of the enterprise. During this session, we will explore the GQM approach and show its effectiveness in identifying the key information your enterprise needs to know at the Executive, Portfolio, Program, and Delivery tiers. We will provide example metric sets for each tier and explain the goals and questions that drove us to them. At the end of this talk, the audience will understand not only how to ask the right questions, but specifically what metrics can be used to answer them.

Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.

Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes. Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails

Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.

What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.

This deck explores how Project Managers, Program Managers and Portfolio Managers fit into an Enterprise Agile setting. The slide deck was used during a presentation by VP & Principal Consultant, Greg King at a meetup with the Atlanta Scrum Users Group.

This deck was used at the Agile Alliance Conference of the year Agile2015 in Washington, DC. The content was presented to a group of around 200 attendees by Enterprise Transformation Consultant, Dean Stevens.

The document discusses the roles and responsibilities of a Product Owner Team in leading Agile program management. The Product Owner Team aims to provide clarity through a well-defined backlog, hold teams accountable for commitments, and demonstrate measurable progress. Key activities of the Product Owner Team include strategic alignment of epics, demand planning, detailed planning with teams, and overseeing execution to ensure accountability. The team works closely with portfolio management and delivery teams throughout the product development process.

Presentation from LeadingAgile, Enterprise Agile Coach, Isaac Hogue covers ways to successfully scale agile in your enterprise.

The document discusses why agile approaches often fail in large enterprises and provides recommendations for successful agile transformation. It notes that agile fails at scale due to lack of clarity, accountability, measurable progress, structure, governance and tools. It recommends starting the transformation by defining a rational delivery system for the enterprise to improve predictability. True agility comes from breaking dependencies between teams. An incremental approach using pilots, phases and iterations is suggested. Structure, governance, and metrics are also important to support the transformation.

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