Organizations & Enterprises is focused on applying agility within the context of an organization and specifically larger enterprises which are often challenged with more traditions, structures, roles, locations, environments, and processes. Agility requires changes to the fundamental aspects of the way people work and interact, which for many organizations, is a traumatic and disconcerting event. In order to achieve success with agility, many of these organizational patterns must be torn down and rebuilt in new ways.
We are looking for your approaches, successes, and challenges at applying new organizational patterns which support, foster and sustain agility. We are interested in learning about what organizational changes have worked and which have backfired. We are seeking examples of new organizational models which have blended (or broken) the organizational constraints to achieve business success through agility. If you have had challenges implementing or sustaining agility within your company, or have had wild success; if you have stories to share on how you transformed your organization and have results to share, this is the stage for you.
Join Sue McKinney as she discusses her experiences leading the move to agile at IBM, how their agile teams often struggled, and initiated an evolution in leadership skills. Sue looked for tools leaders could use to increase productivity, even after cost cutting, unleash the talent and innovation agile teams need to continue succeeding. She talks about Agile adoption, the approach and challenges to getting new leadership tools to stick. You will learn what was needed to inspire and motivate change in large organizations, identifying change agents, and give ownership to the teams.
| Presenter(s): | Sue McKinney |
| Day and Time: | Monday, 09 August 2010, 09:00 - 10:00  |
| Location: | E-2 |
| Level: | Expert |
One of the newer approaches to emerge in the agile community is Kanban. Kanban is based on many of the same principles that are the foundation of Lean. By combining this with the ideas from Real Options a powerful way of dealing with decisions, uncertainty and risk management emerges. A framework that allows you to focus on effectiveness. This session covers the basics of Lean, Kanban and Real Options, how and where to use them and why you would bother. Attending this session will change the way you view the world. It will never be the same again.
| Presenter(s): | Olav Maassen , Eric Willeke |
| Day and Time: | Monday, 09 August 2010, 09:00 - 12:30 |
| Location: | E-4 |
| Level: | Introductory |
What happens when a team experienced with agile Open Source development (Eclipse) gets involved in product development at IBM Rational? Obviously the team wants to continue to be agile, but now some additional scaling factors come into play. How do you collaborate effectively with the business organization? How do you collaborate with a traditional system testing organization? How do you collaborate on features that span product organizations? Three years into our journey, this talk reflects on our experiences scaling agile as we faced increased technical and organizational complexity.
| Presenter(s): | Erich Gamma , Jean-Michel Lemieux |
| Day and Time: | Monday, 09 August 2010, 10:00 - 11:30 |
| Location: | E-2 |
| Level: | Practicing |
The Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques to meet the real-world situation that you find yourself in. First, how to extend the agile construction life cycle to become a disciplined agile delivery life cycle is described. Next, how to tailor agile practices to address scaling factors such as team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines is presented. Finally, industry statistics around scaling are summarized.
| Presenter(s): | Scott Ambler |
| Day and Time: | Monday, 09 August 2010, 11:30 - 12:30 |
| Location: | E-2 |
| Level: | Practicing |
| Presentation: | Download Slides |
Want your whole organization to be more like an Agile team? Starting teams is well understood; expanding Agile to the organization is definitely not. Using 8 years experience applying organization development to Agile, we'll unfold a 7 layer organizational architecture for building a human enterprise. Each level has an overall perspective, specific tools and key practices. Part tutorial, part demo, we'll create a change plan for one participant's organization, exploring culture, leadership, change, team performance, and management's role. You'll leave with a plan template and many ideas.
| Presenter(s): | Michael Spayd |
| Day and Time: | Monday, 09 August 2010, 13:30 - 17:00 |
| Location: | Asia 4 |
| Level: | Practicing |
This is the story of a value-driven transformation, about how groups from Product Management, Marketing and Engineering merged into a single organization and reporting line, and a single Kanban team that embraces the entire value flow, from concept to final delivery. We improved work flow and hand-offs, end-to-end visibility and communication, and achieved new levels of responsiveness, with work capacity up by two-thirds and visibility up 200%. We’ll relate a detailed account of our experience, and the tools and metrics we used to drive participation, improvement and inclusion.
| Presenter(s): | Rick Simmons , Michael Fitterman |
| Day and Time: | Tuesday, 10 August 2010, 11:00 - 12:00 |
| Location: | A-3 |
| Level: | Practicing |
Are you curious how agile your organization is? Do you wonder how you compare with other organizations? Comparative Agility is framework for assessing organizational agility. Over 1,500 participants worldwide have taken the assessment survey. We will describe how to use the tool and how to derive actionable information from survey results. We will present industry findings derived from assessment results. Attendees will gain insight through small group discussions during which they will interpret industry-wide results and develop actionable advice based upon results of a real company.
| Presenter(s): | Kenny Rubin , Laurie Williams |
| Day and Time: | Tuesday, 10 August 2010, 13:30 - 15:00 |
| Location: | A-3 |
| Level: | Practicing |
| Presentation: | Download Slides |
The premise: A "best practice" at one level of maturity becomes a "process smell" that guides us to the next level of maturity. There is a tendency to "lock in" a set of assumptions and practices and to assume this represents "agile best practice." Rather than locking in, we should be guided by the principle, "question everything." This applies especially to our own assumptions about what constitutes agile best practice. Otherwise, our thinking will ossify and we will cease to improve the overall agile toolkit and our own ability to add value for customers.
| Presenter(s): | Dave Nicolette |
| Day and Time: | Tuesday, 10 August 2010, 15:30 - 17:00 |
| Location: | A-3 |
| Level: | Expert |
Salesforce.com is 100% agile across our 1000 person Technology & Products organization. Our brand of agile, Adaptive Delivery Methodology (ADM) enables our 100+ teams to collaboratively deliver high quality throughput reliably 3 times a year to more than 67,900 customers worldwide. Scaling while remaining true to agile values is incredibly hard. In the 3 years since our rollout, we have scaled ADM successfully by approaching scale holistically--considering impacts to people, process and technology. ADM encourages collaboration and visibility as opposed to centralized control and exclusion.
| Presenter(s): | Steve Greene , Nicola Dourambeis |
| Day and Time: | Wednesday, 11 August 2010, 09:00 - 10:30 |
| Location: | A-3 |
| Level: | Practicing |
What is Lean? Is Lean the next "big thing" I need to learn -- or is Kanban enough? Is Agile still relevant? To add to the confusion, there seem to be several different interpretations of Lean Thinking in the Agile community! In this panel, four Agile/Lean thought leaders and practitioners will discuss the essential elements of Lean and its relationship to Agile. Our panelists will share their ideas about Lean, show similarities they see between Lean and Agile, and help attendees understand (and perhaps reconcile) any differences.
| Presenter(s): | Carlton Nettleton , Gil Broza |
| Day and Time: | Wednesday, 11 August 2010, 09:00 - 10:30 |
| Location: | Australia 3 |
| Level: | Practicing |
Is your team thinking about moving to Kanban? Do you want to know the benefits and pitfalls you may face? Ultimate Software is knee deep in a large-scale transition to Kanban. We have moved 200 people (from 30 Scrum teams) to Kanban. And we have collected over a year’s worth of data from every team. These teams didn’t just move to Kanban, they have also merged into much larger development teams. Each team has between 15 and 30 people. In this presentation I’ll focus on lessons learned regarding Kanban and large teams. I’ll tell you what has and hasn’t worked for us.
| Presenter(s): | Fernando Trigoso |
| Day and Time: | Wednesday, 11 August 2010, 11:00 - 12:00 |
| Location: | A-3 |
| Level: | Practicing |
As teams aspire towards hyper-performance, libraries have materialized to guide teams along their journeys. Unfortunately when results have been good, they have not been reproducible Teams and the wider organizations that contain them are simply fractal representations of each other: simultaneously of the same design but each with greater complexity. This complexity defines the social fields describing the interrelations between individuals in the organizations. Addressing complexity through channeling social fields, we are able to direct the transformative processes with repeatable chaords
| Presenter(s): | matt gelbwaks , Nord Samuelson |
| Day and Time: | Wednesday, 11 August 2010, 15:30 - 17:00 |
| Location: | A-3 |
| Level: | Practicing |
Plan-Do-Check-Act (PDCA) is a Lean discipline that moves beyond inspect and adapt of Agile team-level processes. At a corporate level, PDCA provides guidance for strategy as well as problem-solving work. In 2009, I led Rally’s move to PDCA for the company’s strategy process at both the annual and quarterly levels. My primary guide was Pascal Dennis’s “Getting the Right Things Done”. In this experience report, I share Rally’s PDCA first year of adoption: where we started, how this impacted our corporate behaviors, and where we are now.
| Presenter(s): | Ryan Martens |
| Day and Time: | Thursday, 12 August 2010, 09:00 - 09:45 |
| Location: | A-1 |
| Level: | Practicing |
Scrum and CMMI are often at odds with each other. Scrum focuses on the most important product issues first and supports frequent communication. CMMI promotes consistency and discipline to avoid waste and rework. This experience report covers three *Agile CMMI* organizations that have used Scrum with CMMI to obtain the best of both worlds. The first organization is an *initial Scrum and CMMI implementation*, the second organization is using CMMI to bring *a failed Scrum implementation back to life*, and the third organization is one of the only *CMMI Level 5 Scrum* implementations in the world.
| Presenter(s): | Kent Johnson , Jeff Sutherland |
| Day and Time: | Thursday, 12 August 2010, 09:00 - 10:30 |
| Location: | A-3 |
| Level: | Practicing |
Enterprises traditionally distinct Development focusing on the creation of software and Operations focusing on the infrastructure. A natural gap between the two is caused by their key interest: change versus stability. Introducing Agile in Development confronts Operations with more work due to increased productivity and release frequencies. The power of Agile is not unleashed. A case study at KLM/Air France shows how this impediment was overcome and huge savings were achieved by implementing a self-service change control process for Development still under full control of Operations.
| Presenter(s): | Wilco Koorn |
| Day and Time: | Thursday, 12 August 2010, 09:45 - 10:30 |
| Location: | A-1 |
| Level: | Expert |
Your software teams have changed the way they work, and their interaction with other parts of the org. Their new methods sound great but methodology was only ever about 5% of the problem and you can feel something missing in the bigger picture. The Declaration of Interdependence (pmdoi.org) has guided your research on how to support your teams. However, there are few sources of actionable advice on how to create "an environment where (individuals and teams) can make a difference". This talk covers two case studies on how to develop an organizational ecosystem to help agile teams thrive.
| Presenter(s): | Cesar Idrovo |
| Day and Time: | Thursday, 12 August 2010, 11:00 - 12:00 |
| Location: | Southern Hemisphere III |
| Level: | Practicing |
Enterprise Scrum, a fractal extension of Scrum and XP, has organized all development at Citrix Online since Jan 2009. We estimate team months, run quarterly Sprints, reassign teams, meet in weekly stand-ups. We start or postpone whole projects that use Scrum or Scrum-of-Scrums. No other known companies yet use Enterprise Scrum. It provides extreme visibility and control for CXOs. It promotes agile thinking enterprise-wide, driving adoption outside engineering. It demands NPV justification and forces executives to prioritize decisions transparently. It makes us more profitable.
| Presenter(s): | Dan Greening |
| Day and Time: | Thursday, 12 August 2010, 11:00 - 12:00 |
| Location: | A-3 |
| Level: | Practicing |
| Presentation: | Download Paper |
Agile team members create their own rules, based on constraints imposed by the environment. But something else is needed for good results: some call it discipline, craftsmanship, or competence. Traffic management teaches us that there are 7 approaches to achieving competence in a self-organizing system. But competence also follows from organizational structure. Organizations are small-world networks, and people are a very diverse bunch of connectors. From network and systems theory we can learn how to use structural patterns to our advantage in growing a competent agile organization.
| Presenter(s): | Jurgen Appelo |
| Day and Time: | Thursday, 12 August 2010, 13:30 - 15:00 |
| Location: | A-2 |
| Level: | Practicing |
At Progressive Medical Inc (PMI) Value Stories are one of the most innovative aspects of our transformation. Essentially a Value Story covers how what we are building will make or save money. A guiding principle of our projects is working on the items that create the most value first. Value stories enable us to have an enterprise view of where value is created (crossing multiple functional boundaries) We were already formalizing our ROI process, now we have fairly granular Value Stories, with a numerical ROI, that are used to prioritize work within large multi-stakeholder initiatives.
| Presenter(s): | Matthew Van Vleet , Ben Blanquera |
| Day and Time: | Thursday, 12 August 2010, 13:30 - 15:00 |
| Location: | A-3 |
| Level: | Practicing |
The Agile Manifesto states interactions over processes, collaboration over contracts, working software over documentation, and responding to change over following a plan. These base principals seem to be diametrically opposed to the Federal government. Is Agile appropriate for the Federal government and is the government ready for Agile? This panel discussion will look to address this question while taking a deep dive into the value, issues, details, and vision for Agile in the Federal government.
| Presenter(s): | Richard Cheng , Shannon Ewan |
| Day and Time: | Thursday, 12 August 2010, 15:30 - 17:00 |
| Location: | A-3 |
| Level: | Practicing |
