location_city Bengaluru schedule Mar 17th 11:30 AM - 12:15 PM place Esquire

Enterprise Agile Transformation initiatives are BIG. Change at this scale of thousands is tough. 

The Leaders and Executives involved in these initiatives are going through their own personal transformation. Change at this scale of one is equally tough. 

Siraj Sirajuddin (SPCT) has worked with hundreds of executives leading enterprise agile transformation initiatives. These are their stories of personal growth and individuation. We will hear how transformation at a personal level is the leverage for transformation at a collective level. We will also learn of unique methods that activate personal transformation for leaders who are ready to step into their leader persona but are unable to get that from traditional leadership training and coaching methods.


Outline/Structure of the Workshop

The delivery approach will be one of story telling with highly evocative visuals of actual case studies and enterprise agile transformation in action. I hope to engage the audience with these stories and make them ask questions during the session … and continue to ponder on these stories after the session. My intention is to empower change agents in the audience and call on them to take their game to the next level. 

The 45 min session will flow like this 

- Introduction, About Me, Experience with Enterprise Agility and Leadership Transformation @ Fortune 500 clients 

- Why is Enterprise Agility Transformation Hard?

- Why is Personal Transformation Hard? 

- How do we enable and model collective Enterprise Transformation?

- How do we enable personal accountability and individual transformation?

- Who are the Change Agents?

- What is their "Change Agentry style" ? How do we enable them to be successful and avoid traps?

- How do we Approach the Transforming Enterprise?

- Case Study based Exercises.

- Close and Q&A

Learning Outcome

  1. Deconstruct Enterprise Agile transformation and Leadership transformation challenges
  2. Enable change agents to do this in their context - Provide easy tools and techniques to make

Target Audience

Agile Managers, Leaders, Technology Leaders, CIO, Dev Leads, VP, Directors, RTE, Product Manager, Product Director, Scrum Master, Product Owner



schedule Submitted 5 years ago

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    • Scott Ambler

      Scott Ambler - The Disciplined Agile Enterprise: Harmonizing Agile and Lean

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      An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes.   This talk describes, step-by-step, how to evolve from today’s vision of agile software development to a truly disciplined agile enterprise. It argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. It then explores what it means to scale disciplined agile strategies tactically at the project/product level and strategically across your IT organization as a whole. Your disciplined agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. 

    • 480 Mins

      Disciplined Agile (DA) is an IT process decision framework for delivering sophisticated agile solutions in the enterprise. It builds on the existing proven practices from agile methods such as Scrum, Extreme Programming (XP), Lean software development, Unified Process, and Agile Modeling to include other aspects necessary for success in the enterprise. DA fills in the gaps left by mainstream methods by providing guidance on how to effectively plan and kickstart complex projects as well as how to apply a full lifecycle approach, with lightweight milestones, effective metrics, and agile governance.

      The one-day workshop is not technical and is suitable for all team members. Many group exercises reinforce the principles learned. The workshop is also valuable for management tasked with moving from traditional approaches to agile.

    • Susan Gibson
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      Co-Founder & CEO
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      Surprisingly, not all enterprises have a vision. And, when you're talking about delivering products & services at scale, not having a vision, or, worse yet, having one that no one knows or believes in, results in chaos, which leads to confusion in the market and ultimately losing customers.
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      Anand Murthy Raj / Sundaresan Jagadeesan - Philips - Enterprise SAFe Transformation Journey

      20 Mins
      Case Study

      About the company

      Philips is a healthcare multinational company that focuses on building complete health care products and solutions for emerging markets, in addition to developing solutions and products for global markets, across the three sectors Healthcare, Lighting and Lifestyle. Using the expertise of its nearly 2000 engineers in Bangalore and aligning the marketing and sales teams the campus is responsible for creating and rolling out a complete set of products that include a whole host of solutions for global customers. It also contributes to global solutions in critical health care component development for connected consumer devices and renewable energy.

      Executive Summary

      Beginning of 2014, an external survey brought out the issues wrt time to market and code quality. Taking the survey results positively, the Leadership embarked on an Agile/SAFe journey with pilot projects. The results were amazing and with the currently learning from the pilots, the organization is running 25+ deployments within. The journey has started and Agile release trains are delivering periodic value to our customers at defined frequencies.

      Background Objective/Challenge

      Product quality, consistent & predictive delivery and quicker time to market are the key challenges the organization is trying to address today. Continuous Innovation is constrained due to the above issues and hence there is need to find a new way of product development which can meet the dynamic business needs, foster people engagement and deliver meaningful products to the world.


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      Agile Initiative

      The Framework used for the transformation can be summarized into 4 major steps

      1. Develop products in the Agile way with focus on Basic Agile practices (Scrum)
      2. Establish Product Ownership with focus on Enabling Scaling aspects (SAFe practices)
      3. Establish a release pipeline with continuous integration (supported by Automation)
      4. Adopt a DevOps Culture with focus on Continuous delivery (to production environment)

      This includes a comprehensive diagnosis of the various business processes, agile practices and behavior, engineering practices, delivery maturity and recommendations for the transition. A coaching and tooling plan is also an outcome of the diagnostics.

       Measurable Impact

      • Predictable Releases to customers (hitting the market with features every three months with features and business criticial bugs with less than 2 weeks with all the regulatory compliance)
      • Capitalization
      • Feature planned vs Feature delivered per program increment > 80%lose
      • Defect reduction co t 45%
      • Team velocity – Baseline vs actual.
      • Very high sense of ownership and high levels of engagement

      Transformation team Profile

      Global team

      • Agile Capability program manager -1 FTE
      • Agile Deployment Program Management – 1 FTE
      • Communication expert – 1 FTE (Today we are 0/1)
      • Coordination - 1 FTE
      • Enterprise Agile Coaches – 16 (Today we are 9 /16)


    • Pavel Dabrytski

      Pavel Dabrytski - Agile Economics: Contracts, Budgets, Capitalization

      Pavel Dabrytski
      Pavel Dabrytski
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      schedule 5 years ago
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      How much does one story point cost? Is Sprint 0 an expense or an asset? Can you run Scrum with a fixed-cost contract? Agile challenges the existing approach to financial aspects of running projects: i.e. budgeting, forecasting, financial planning and vendor contracts.

      Applying new financial models becomes increasingly important for larger organisations adopting Agile. While they are going through an Agile transformation, they also need to maintain transparent financial governance and reporting. Shareholders would not be too excited about messy Annual Financial Statements.

      Join me if you would like to know more about Agile Economics. No financial degree is required and all the content explained in plain English with plenty of pictures!

    • Dan R Greening
      Dan R Greening
      Managing Director
      Senex Rex
      schedule 5 years ago
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      90 Mins

      We need good agile managers, if we hope to sustain rapid adaptation and innovation. Agile managers deliver coherent chunks of value, rapidly adapt to changing circumstances, and experiment with new approaches. Because they depend on their teams to support their own agile needs, they demand agility from their teams.

      Management talent is rare, and agile management talent even rarer. Gallup has surveyed thousands of managers, finding that low-talent managers, unfortunately a majority, create dysfunctional teams, build unsupported products and produce little sustained value. So developing high-talent agile managers matters.

      Agile managers adopt five agile base patterns for themselves: they measure economic progress, proactively experiment to improve, limit work-in-process by time and costradiate collective responsibility, and collaboratively solve systemic problems. It turns out these patterns have analogues in high-talent (non-agile) manager talents. That’s a relief, because we can focus agile manager development on extending the talents good managers already have.

      In this workshop, we'll explore agile manager characteristics, and management dysfunctions. We'll create approaches to move good general managers to good agile managers. We'll explore strategies for dealing with mediocre managers, whether they are peers or superiors. And we'll learning how to improve our own management agility.

      This talk comes from well-documented experience. I have held management roles from Team Lead through VP Engineering and CEO. At Citrix, Skype, Amway and other large companies, I used agile to help manage a 24-member user-experience department, three different agile coach teams and a 50-member data science department. Much of this work has been described in conference papers and detailed blog posts.


    • Tathagat Varma

      Tathagat Varma - Minimum Viable Coaching: an experience report

      Tathagat Varma
      Tathagat Varma
      Country Manager
      schedule 5 years ago
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      20 Mins
      Experience Report

      In May 2015, I got involved in coaching a products organization in improving their agile practices. This was a unique coaching experience for me because of some interesting experiments that I did:

      • I focused on coaching and literally zero consulting. 
      • My coaching stance was only limited to showing them the way, initially training them on the essence of agility, and later on to simply shine light on areas that needed their attention, and if needed, share ideas from the industry.
      • I spent just 1day every month with the teams to only focus on my coaching sessions, and a few hours during that time to review the progress.
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      In ~6 months that I coached them, I found that the team has matured to a very high level of self-organization. They changed their process, their key roles and responsibilities, and self-organized into a very high-performing teams (which was corroborated not just from the high-energy levels of their teams but also the project metrics).

      I call this model Minimum Viable Coaching, and it was helpful in demonstrating how a coaching could be made extremely effective if there is a client who is willing to trust its team in their ability to self-change, with minimal guidance (more of direction than really support) from an external coach. It also requires a coach to think in terms of minimum self-interests (read commercial interests) but focus on what will make the client successful in the long run.

      In this experience report, I will share my approach and experiences, and offer some ideas on how the coaching can be elevated to a true coaching where the enterprise becomes self-organizing on their own.

    • Sekhar Burra

      Sekhar Burra - Raising the Bar: Being a true influential agile leader

      Sekhar Burra
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      This is a nurturing workshop for Agile Managers to become effective influential servant leaders, to support enterprise agility.

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      The number of participants for this session are limited 20-25

    • 45 Mins
      Experience Report

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      In reality, however, we often wonder how well our teams are doing to implement these practices that we’re promoting so loudly. Exclaiming that automated deployments are a must, or that acceptance testing is required for “definition-of-done” to be achieved, is great, but when push comes to shove and deadlines are looming, what really happens?

      In this session, we will introduce the Agile Maturity Model, an analytical method for capturing, analyzing, and presenting the vast amount of dark data that exist in our everyday SDLC tools.  Dark data is defined as “information assets that organizations collect…in the course of their regular business activity, but generally fail to use for other purposes.” (Gartner).  Our session will present:

      • The motivation behind and value derived from the Agile Maturity Model
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      • Benefits achieved (so far), and path forward

      With the Agile Maturity Model, Agile teams get a scaled view across any number of projects to predict how they are delivering vs. their goals, how performance is trending over time, and where teams might benefit from coaching.  With this model, Agile teams create a real-time feedback loop that helps them self-correct and tune performance at the team level, while also providing senior management with the information they need to govern the full portfolio of projects.

      Any organization using standard SDLC tools for story tracking, test and defect management, build automation, deployments, code analysis, etc., can benefit from this model to help them track and improve their Agile performance.

    • Jayaprakash Prabhakar

      Jayaprakash Prabhakar / Naveen Indusekhar / Siraj Sirajuddin - SAFe Experience – A drama, a thriller, an action oriented role-play while in a Train!

      90 Mins


      Bangalore City Management wants to build another Smart City and have a challenge to release on time, frequently, with high quality. In a similar project in the past, they tried few methods (guess them), and nothing worked. Now, they are going to execute the same project using SAFe.

      Movie Synopsis

      A smart city with basic necessities like residential area, School, Hospital, Power Plant, Police Station, Fire Station, Super Market, Museum etc, incrementally. Each of these will be built by a specialized team and will be integrated often, to build the overall city. More importantly the incremental built spaces need to payoff for next increment as early as possible.

      Roles in Offer:

      Multiple High-Delivery Scrum Teams developing the city in parallel, Smart Scrum Masters, Visionary Product Owners, Chief Product Owner, Thinking Release Train Engineer, System Team, Release Team are all going to be part of it


      Everyone attending the session will cast a role, and you get to choose the role you want

      Key Learning of this roleplay

      Key learnings of this roleplay are

      • Integration of city components
      • Architectural runway of city throughout the journey
      • Portfolio backlog converted into program backlog, team and sprint backlog
      • Devops, Release and other teams to contribute
      • WSJF and cost of delay

      Duration: 2 hours

      # Participants: 75-200

    • Sridharan Vembu

      Sridharan Vembu - Over-selling the "Enterprise Agile Frameworks and Certifications"

      Sridharan Vembu
      Sridharan Vembu
      Head Engineering
      schedule 6 years ago
      Sold Out!
      45 Mins
      Agile is only for smaller projects and/or startup organisations - Not Anymore. Taking my own and my organisation's experience, Agile is a proven methodology that is well suited for delivering complex, distributed, multi-year enterprise programs, for many years now.
      While this is really a great thing for agile enthusiasts and practitioners, it’s a bit of worrying sign for me the increased recognition and popularity the ‘Agile Certifications’ and ‘Agile Frameworks’ are receiving among individuals and organisations who would like to adopt Agile to stay relevant in current world.
      I would like to share my views on the adoption of these frameworks and certifications, why I feel they are not-so-agile and how am I and my organisation are solving similar problems without the need for any of these frameworks and certifications.
      I am planning to walk through the complete life cycle of the most recent program that I’m part of (from Inception to Initiation to on-going Execution to Post-Production Support) and bring out the relevant agile principles that we adopted, context based customizations we did and the best practices that we have come up with.
      • For instance, one should know the clear difference between hygienic practices vs context based practices - the first ones are not to be compromised at any cost, whereas the latter ones are to be applied based on the need, not because some framework prescribes it.
      The typical life cycle stages that we follow in any program / project delivery is normally: Discovery - Inception - Initiation - Execution - Transition, whereas the actual set of practices within any of these stages and how they are being implemented could be very different from project to project, team to team. 
      • For example, in the Execution Phase, doing pair programming and following TDD are hygienic practices for us. Having said that, it’s perfectly okay for a pair to split and work on a specific task on a case-to-case basis (we call this Pragmatic Programming) and the pair decides when and how long they would split and when to re-join.
      To give an idea on the complexity, enterprise and distributed nature of the program, some key data points:
      • Started almost 3 years ago, on-going
      • 10 quarterly planning workshops done so far
      • 10+ teams, 7 timezones
      • peak program size: 250+
      • peak team size from my org.: 50+
      • total no of systems: 10+
      • geographical spread: plan: 100 countries, 132 locales launched so far: 53 countries, 56 locales
      • 140 page-views / sec
      • Av. response time: 1.3s
      • Handling 100+K products in the catalog, 15+ K pages , 300+ K responsive images
      • Blue-Green production deployment (zero downtime over 1.5 years)
      • 3 weeks cycle of production releases