“More and more organizations are realizing the benefits of running projects using Scrum, XP, and/or Kanban at the individual team level. Unfortunately, the typically means that in a 12-24 business idea to production timeframe, the “Agile” part may only be a 1-3 month “construction” phase with rigid controls in place that all but eliminate most of the benefit of Agile.


The root cause of this issue is that the whole organization is purpose-built to support and reinforce traditional methodologies while unintentionally impeding and discouraging the use of Agile methodologies. This is reflected in the organizational structure, physical location of people, the physical workplace, policies, procedures, governance, SDLC, contracts, vendors, belief systems, compensation, software tools, funding model, metrics, and more. A common belief is that all of these are set in stone and that Agile will need to fit in to this existing framework. As a result, many Agile adoptions eventually regress as the effort of working around the existing framework overwhelms the enthusiasm of the Agile evangelists.


Unlocking the full power of Agile requires an understanding that changing the status quo is a long-term, organization-wide, major initiative that will take significant resources to accomplish. Such an initiative will only be undertaken if the rewards are significantly greater than the cost. In this session, you will learn about the true barriers to Agile adoption; the surprising and significant financial benefits of organization-wide Agile transformation; and the Kotter Change Model, an approach for implementing major change management efforts.”


Outline/Structure of the Talk

Sets the foundation by first reviewing the Agile Manifesto. Thereafter, I introduce Dr. W. Edward Deming's "Flow Diagram for Learning" which is then correllated to the SCRUM Framework.  Thereafter, I discuss how many companies introduce Agile into their tradional development lifecyle with some benefit. However, to realize maximum benefit, Agile must be implemented across the enterprise. I then show how the organization will not realize the full benefits of Agile unless. I then review some of the barriers to change collected from client engagements over the last 5 years that the audience should be prepared to recognize. Thereafter, the presentation focuses on the Value an organization can realize by focusing on Minimum Viable Increments, reducing the number of projects in progress simultaneously by changing organizational focus to finishing each projects highest value MVIs, restructuring the organization into high-performing cross-functional teams. In conclusion, I show the merits of scaling agile using the Kotter Change Model as a template as well as demonstrate the need for creating sustainable and persistent agile capability to support an agile implementation over the long term. 

Learning Outcome

Participants are exposed to challenges impeding the adoption of agile within their organizations and encouraged to engage in a grass-roots effort to organize these challenges into a backlog which can then be prioritized and actioned for optimization.  Additionally, participants are armed with thought-provoking ideas for identifying and "mining" business value within their organizations.

Target Audience

The target audience for this presentation are individuals who have a heard of agile and or have some agile capability being used within their existing traditional software development lifecycle.

schedule Submitted 6 years ago