PMOz Book of Abstracts (Sept. 2013) (Sept. 2013) | Page 35

Wednesday, 18 September 2013 12:00 – 12:30
Agile at Scale Evan Leybourne Author Directing the Agile Organisation
In large organisations, traditional models of software development are failing to keep up with the needs of the modern economy. Change, both technological and cultural, is occurring at faster rates than ever before and companies live or die on their ability to adapt. This is where Agile come in. Agile at scale is not about applying Agile to multiple teams or large projects. It is about aligning, integrating & transforming the overall development environment of an organisation to Agile. And so, to be successful at scale, an Agile transformation should be approached as a whole-of-organisation initiative, not just an IT initiative.This presentation will discuss the Agile management, development and quality methods that can be used to successfully scale Agile development and change programmes. Common issues and lessons learnt will be explored through the use of case studies drawn from the experience within multinational corporations and large Government departments. These case studies will examine how existing organisational processes (such as project management, business analysis & enterprise architecture), generic agile processes (including Scrum, Test Driven Development, Feature Driven Design and XP) and internal subject matter experts can be brought together to improve stakeholder buy-in and ensure a successful implementation. This presentation will then take a look at how the diverse range of stakeholders and customers found within large organisations can be successfully engaged. Recommendations for a stakeholder engagement strategy to include senior executive, change control (and the change advisory board), release management and testing. Likewise, the customer engagement strategy should include how a customer is defined and address processes to differentiate & engage internal and external customers. Finally, this presentation will look at the incremental cultural shift required across the enterprise to fully leverage the transition to Agile. This includes the use of; ? ? Organisational change management - to help the organisation leverage the new capabilities and realise the benefits provided by the programme. Agile portfolio management - the Agile tools, processes and policies to manage ICT investment and strategic priorities.

Agile performance management (Agile KPI's) - the use of metrics to understand, characterise, validate and optimise the success, or otherwise, of the Agile process

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