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Enterprise Agile [clear filter]
Monday, August 3


Navigating the Complexity of Organizational Change (Jason Little, Declan Whelan)
Limited Capacity seats available

Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.

Learning Outcomes:
  • - how to identify strategies and tactics for implementing meaningful organizational change
  • - how to deprogram yourself from the assumptions you have about how to change your organization
  • - takeaway concrete practices you can apply tomorrow

avatar for Jason Little

Jason Little

I started my career as a Cold Fusion developer of all things. Then I upgraded to ASP. Both languages are still better than any new fangled framework today. Then I realized I wasn't all that good at it so I went into management and eventually into consulting. Now I'm an author and... Read More →
avatar for Declan Whelan

Declan Whelan

Helping organizations improve value steams and their organizational structure.

Monday August 3, 2015 10:45 - 12:00
Potomac 1/2/3


Scaling Agile: Patterns and Anti-patterns (Monica Yap, David Grabel)
Limited Capacity seats available

Scaling Agile is risky. No matter what framework you use to scale Agile in a large enterprise, what are the patterns which lead to success, and what are the anti-patterns which lead to disasters? We invite all experienced Agile practitioners to explore and form a list of scaling patterns and anti-patterns. We will share our experience on how to create the successful patterns or avoid/resolve the anti-patterns. This is a highly interactive workshop with a goal to help the Agile community be more successful with enterprise transformations. Attendees can choose to be participants or observers.
Some of the aspects of enterprise transformations to be explored for patterns and anti-patterns include:
• Large scale planning
• Geographically distributed teams
• Agile mind set
• Agile metrics

Learning Outcomes:
  • Attendees will be able to:
  • • identify agile scaling patterns and anti-patterns
  • • resolve the anti-patterns
  • • create the successful patterns

avatar for David Grabel

David Grabel

Enterprise Agile Coach, Fidelity Investments
David Grabel is an enterprise agile coach consulting at Fidelity Investments bringing Agile to the entire organization. He has introduced Scrum, Kanban, XP, and SAFe at both small and large organizations. His previous clients include Vistaprint, Trizetto, Bose, and PayPal where he... Read More →
avatar for Monica Yap

Monica Yap

Agile Coach, Twitter
I am an Agile coach, trainer, and occasionally a speaker. I am a regular CSM, CSPO co-trainer since 2010. I like to focus on leading and coaching successful Agile teams, and help to turn teams into high performance teams. I\'m a Certified ScrumMaster, CSPO, CSP and have over 20 years... Read More →

Monday August 3, 2015 14:00 - 15:15
National Harbor 3
Tuesday, August 4


Reinventing Organizations - Enterprise Agility (Olaf Lewitz, Michael Sahota)
Limited Capacity seats available

We present an alternative view to fitting Agile into larger organizations. Inspired by Fred Laloux’ book “Reinventing Organizations”, we offer a coherent and comprehensive model for organizational development which encompasses the past and guides us into the future. Agile finds its place in these concepts, and becomes a means to move between the model’s stages.
As a leader in an organization on its agile journey, you’ll notice that increasing agility struggles with existing organizational structures, governance systems and management expectations. We’ve understood for a while that the prevalent ways of how we run organizations are not compatible with Agile. We’ve tried to package Agile in a way that makes sense to people in organizations working the classical way.
Learn what’s new and essential about this model: the idea of organizational models developing with the evolution of human consciousness, progressing in clear stages. Now being a time where a new organizational model is emerging, and what that looks like. Learn how self-management, wholeness and evolutionary purpose shape organizations where agile will flourish and which agile can help bring about. Take away clear options for your enterprise and your clients to try.
Learning Outcomes:
  • Participants will understand how levels of organizational development influence fitness of an organization to be agile: how well Agile can work within organizations operating from these levels and how we can use Agile to transform our organization.
  • You will have learned example practices of advanced organizations and heard stories of companies where these practices have been successful.
  • You will learn something in this session that you can put to use next Monday: You will be able to identify steps and influence your organization.

avatar for Olaf Lewitz

Olaf Lewitz

Trust Artist, TrustTemenos Academy
Olaf Lewitz loves his life and his work. He helps all with the art to love like that; an art that requires and fosters trust. He's the trust artist. Will stay when needed and leave when wanted.
avatar for Michael Sahota

Michael Sahota

Culture & Leadership - Trainer & Consultant - Certified Enterprise Coach, Agilitrix (Independent Consultant)
Michael K Sahota guides and teaches leaders how to create high-performance organizations. As a Certified Enterprise Coach (CEC), Michael has created a proven system for leading organizational change through a practical playbook for high performance. His model for Consciously Approaching... Read More →

Tuesday August 4, 2015 14:00 - 15:15
National Harbor 3


Whole-Team Dynamic Organizational Modeling (Raj Mudhar, Catherine Louis)
Limited Capacity seats available

In large organizations where the size of the product exceeds what a single Scrum team can deliver, we think through the best way to organize teams and work. In this hands-on workshop, we navigate through the process of developing & assessing large organizations using Lego. Unlike traditional paper-based “box and line” org charts, these models are physical, are built collaboratively, and provide insights into the psychology of the organization and its people. At Agile2012, this session was standing-room-only! Read about it on InfoQ here: http://tiny.cc/bs1duw Since then we’ve expanded and refined the approach.
The design of a large scale Agile organization is not a trivial undertaking. Business decisions are full of trade-offs, constraints, and opportunities. Organizational design has similar concerns. The effectiveness of your Scrum (or other agile) teams depends on optimum team organization balanced against the constraints of the business and your customers. Trade-off decisions can make the difference between an effective organization and one that continually struggles to deliver value to customers. In addition to the usual business considerations, there are cultural factors that come into play. The individualistic and Cartesian thinking that is a large part of organizational culture in countries like France may create problems when working with a collectivist, Confucianist value system that is a large part of cultures in countries like China.
Over the past eight years, Catherine and Raj have worked with project teams of 100 to 9000 people, distributed across many global locations, to model and test organizational design. There are many real-world constraints to consider, including:
  • Proximity to customers
  • Team communication barriers
  • Export control and other compliance legislation
  • Third-party supplier collaboration
  • Regional labour laws
  • Product architecture
  • Skills distribution
  • Cross-border cultures (e.g. French, American, Chinese, Indian cultural considerations for example)
By involving teams and other business stakeholders in the modeling process, the organization develops a deeper understanding of the constraints and opportunities of each proposed organizational design option, and more importantly, the modeling tool and method uncovers hidden assumptions and the values and principles that drive day to day organizational routines. This deeper level of understanding helps teams put their biases on the table for evaluation, often leading to new insights and ultimately, a better organizational model.

Learning Outcomes:
  • Building organizational preto-types - a physical model of your project organization you can use for troubleshooting, among other things, communication pitfalls, logistics issues related to infrastructure like test environments, and any number of other organizational constraints.
  • Methods for adapting the most challenging “old school organizations” to help them move along the continuum from traditional to Agile.
  • Thinking tools to help teams and management make good choices about organizational design. You’ll consider organizational communication, learning, speed of development, and quality.
  • Psychological factors that emerge during design, and how to deal with them.
  • Exposing and dealing with constraints including:
  • Degrees of separation from the Customer in geographic terms, and in terms of how far development teams are removed from direct customer contact.
  • Number and distribution of engineering staff (hardware, software, architects, testers, programmers, support and operations)
  • Number and distribution of non-technical staff (marketing, finance, product managers or product owners, sales)
  • The market conditions and the overriding goal. It could be quality, time to market, increasing organizational learning, a competitive threat, or a combination.
  • How management is organized to support the organization.
  • Constraints, including but not limited to, budget, skills shortage, communication barriers, regulated environments, standards compliance, unions.


Catherine Louis

cll group
Looking forward to producing the most awesome stage, "Working With Customers" thanks to our great review team and Shane Hastie!

Raj Mudhar

Deloitte Canada

Tuesday August 4, 2015 14:00 - 15:15
Chesapeake 1/2/3
Wednesday, August 5


A Roadmap to your very own Yellow Brick Road (Matt Arena, Bhupendra Ubeja)
Limited Capacity seats available

PayPal competes as a market leader in a highly contested market place - the “prize” is big, startups are well funded and the industry is ripe for disruption. We realized we needed to increase responsiveness to market opportunities and competitive threats to be successful.
At scale, increased responsiveness requires that information critical for product planning and decision making remains complete, timely and accurate. For PayPal to continue to grow we needed an increased line of sight to producing and managing business value at scale.
Our response to this Strategic Imperative has been to develop and implement Continual Roadmap Planning at Scale (300+ teams) in an Agile enterprise.
In this interactive workshop, we'll practice developing a product roadmap and confront complex roadmaps at scale with dependencies. Participants will leave the workshop with a crisp list of steps to drive Continual Roadmap Planning and how they can act on their own strategic imperative to implement this in an Agile enterprise at scale.
Learning Outcomes:
  • - Appreciation of what’s involved in Roadmap Planning at Enterprise Scale
  • - Setup for looking at how this could apply in your situation
  • - Discover something about Agile Planning that you didn’t know


Matt Arena

Senior Transformation Engagement Lead, PayPal, Inc.
Matt is currently an Enterprise Transformation Architect within PayPals Agile Transformation Group. He has been leading process transformation efforts for over 15 years, currently leading efforts at PayPal across the Enterprise Agile space including Roadmap Planning, Release Planning... Read More →

Bhupendra Ubeja

Director, Enterprise Transformation, Planning & Portfolio Management, PayPal Inc.
Bhupendra Ubeja is Director, Enterprise Transformation at PayPal. He is currently responsible for leading Transformation to Agile at Scale, and also leads Enterprise Planning & Portfolio management for PayPal. Bhupendra joined PayPal in August 2008 and since have led various Change... Read More →

Wednesday August 5, 2015 10:45 - 12:00
Chesapeake 7/8/9


Using a Design thinking process to approach a shift to Agile culture (Angel Diaz-Maroto Alvarez)
Limited Capacity seats available

Design Thinking refers to the methods and processes to investigate
complex problems in highly uncertain systems. This workshop is about
how to use this iterative process of observation, ideation and
implementation to better understand organisation's culture and create
reasons for people in the organisation to embrace Agile.
This workshop is about how to use a design thinking process an
techniques to better understand organisation's culture and minimize
resistance to change in the creation of an Agile culture. The strategy
is to combine empathy for the context, creativity in the generation of
insights and solutions, and rationality to analyze and fit solutions
to the context. This solutions are aimed to create reasons for people
in the organisation to embrace Agile.
Design Thinking refers to the methods and processes to investigate
complex problems in highly uncertain systems, acquiring information,
analysing knowledge, and positing solutions. This workshop is about
the usage of this process to better understand organisation's culture
and minimise resistance to change in the creation of an Agile culture.
The strategy is to combine empathy for the context, creativity in the
generation of insights and solutions, and rationality to analyse and
fit solutions to the context. This solutions are aimed to create
reasons for people in the organisation to embrace Agile.
This iterative process of observation, ideation and implementation can
be integrated within your retrospectives and also applied outside IT
to create a continuous improvement engine for organisational culture
in organisations.
10-15 minutes introduction
15-20 minutes for inspiration/observation techniques
(probably customer modelling & empathy map)
15-20 minutes for ideation techniques
(probably think in reverse & ideal world)
15-20 minutes for implementation techniques
(probably business model canvas & elevator pitch)
5-15 minutes closure

Learning Outcomes:
  • Deeper understanding of cultural change in organisations
  • Design thinking process
  • Design thinking inspiration/observation techniques
  • Design thinking ideation techniques
  • Design thinking implementation techniques

avatar for Angel Diaz-Maroto

Angel Diaz-Maroto

Founder, DiazMaroto Corporate Coaching
Angel is a very energetic, proficient and forward-thinking Coach who specialises on coaching organisations throughout their Agile journeys. His pragmatism and experience in Organisational Coaching and Business Agility are the driving forces behind his perceptive methods of action... Read More →

Wednesday August 5, 2015 10:45 - 12:00
Potomac 1/2/3


The Agile Value Chain — Embracing Agile Throughout the Enterprise (Ken Rubin)
Limited Capacity seats available

Do you work in an organization that expects development to be agile but doesn’t see any advantage of changing the way the rest of the organization operates? Do your colleagues in sales, marketing, finance, legal, HR, governance, etc., unintentionally make your job more difficult just by doing things they way they’ve always done them? Do you try to explain that agile requires changes across the organization, only to hear, “But agile is all about development, right?”
If so, I bet you’ve heard all the same excuses I have. Sales can’t operate in an agile-like way because legal demands they write fixed-priced, fixed-scope, fixed-date contracts. Finance would love to be more agile, but budget realities require that you submit a spending plan detailing where every penny will be spent a year or more ahead of time—and yes, you will be held accountable to that. Senior management would love to help limit the number of projects, but that would mean saying no to one or more stakeholders, which just isn’t politically feasible. So for now, they’d like to have all the teams show a little progress (however small) on every project.
It is a miracle that we can do any kind of reasonable agile development in this environment! The reality is that if we want to be successful with agile, I mean truly reap the benefits of what we expect to get from agility, then we need to embrace agile throughout the full value chain. In other words, the non-development parts of the organization have to embrace agile and align their efforts with those of development.
This presentation presents various strategies for aligning groups like sales, marketing, legal, finance, HR, and senior management with core agile principles. The goal is to create an agile organization, instead of one that all but guarantees a continuous stream of impediments that interfere with team-level agility and sub-optimize delivered value.
Learning Outcomes:
  • Learn what is an agile value chain and why is it important to reaping the benefits of agility
  • Understand reasons why core agile principles are not being adopted through the value chain
  • Learn approaches to align sales, marketing, legal, and HR with agile development efforts
  • Learn how to include portfolio-level planning in the agile value chain
  • Understand the importance of including partners in the value chain and how we can do it


Wednesday August 5, 2015 14:00 - 15:15
Potomac D


Value Stream Mapping Workshop (or: Improve your Organizational Efficiency) (Nayan Hajratwala)
Limited Capacity seats available

Do you wonder how to go about improving:
  • the three weeks it takes to onboard a new employee?
  • the eight weeks it takes to get a new laptop provisioned?
  • the three months it takes to get a feature deployed into production?
  • the six months it takes to get a new server installed in the data center?
Value Stream Mapping is a technique that can help to uncover bottlenecks, queues, and silos in any of your organizational processes. In this session you'll see real examples of Value Stream Maps from my clients and how they were used to make changes. We'll then break up into teams and create value stream maps of your processes.

Learning Outcomes:
  • Understanding of the components of a Value Stream Map
  • Understanding how to translate a Value Stream Map into actionable tasks.

avatar for Nayan Hajratwala

Nayan Hajratwala

Chikli Consulting

VSM pdf

Wednesday August 5, 2015 15:45 - 17:00
Chesapeake 10/11/12
Thursday, August 6


Outcome Driven Organizations (ODO): A new operating system for organizational change (Skip Angel, Richard Watt)
Limited Capacity seats available

Over the last 15 years Agile has moved beyond a grassroots effort to a mainstream approach taken by organizations in hopes of transforming the way they think, work and deliver solutions. Despite some success adopting specific practices like Scrum and Kanban, there aren't many published stories of measurable and sustainable long-term success by organizations. How many companies that adopted Agile practices in the early days are still doing it today? If the lack of published Agile case studies is any indication, we haven’t had a great track record.
As coaches, we have worked with enough companies to realize that there is something missing in the way we lead and execute Agile transformations. We can't continue to take a haphazard approach to change where we might get lucky and stumble on to something that works. It also can't be something in which we throw a lot of change at once and expect everything to stick and be sustainable. Agile has great potential but we have only touched the surface of what it could do for organizations. We need a different way of tapping into that potential.
We are excited to introduce a new approach to organizational change. It starts with the end in mind, those outcomes that we can measure and desire for our organization. With strong alignment and a clearly defined purpose, we begin to define small incremental and controlled experiments. Through these improvements, we will develop the capabilities and behaviors needed to not only improve short-term performance but to ensure long-lasting resilience.
During the session, you will explore the details of this approach with us and learn ways to apply to your organizational change efforts. It's time we had better stories of how companies have succeeded by executing against better outcomes, and finally reaping all of the benefits promised by Agile.
Learning Outcomes:
  • Recognize the challenges you may be having in your organization against patterns we have seen in our companies adopting and scaling Agile
  • Understand the capabilities and behaviors needed for your company to achieve the best outcomes
  • Determine where your organization may be in its journey for agility using an Capability Health Check
  • Learn about how to set up an organizational change process that will help you sense and adapt towards a specific purpose

avatar for Skip Angel

Skip Angel

Chief Pathfinder, CA Technologies
I have over 25 years of experience in software development in a variety of roles such as Developer, Project Manager, Consultant and Chief Technology Officer. Over the last 7 years, I have provided thought leadership, training and coaching to new and experienced teams interested in... Read More →

Richard Watt

Mr., GE HealthCare
Richard is a proven Technology Director with a record of successfully leading and coaching business and technology teams in the delivery of first-class solutions. He is a recognized leader in the field of Agile Software Development with over 20 years of experience in organizational... Read More →

Thursday August 6, 2015 10:45 - 12:00
Chesapeake 10/11/12
Friday, August 7


Well Begun is Half-way Done: 'How to' Guide for Organization Assessment Prior to Scaling (Michael Spayd)
Limited Capacity seats available

We all want to scale the benefits of Agile up from the team level to the wider organization. Our leaders pine for the holy grail of “enterprise agility.” Before beginning such a monumental endeavor, it is wise to take stock of the territory. Scaling a process may now be doable, but how do you scale leadership? Or culture? Leveraging learning from the field of Organization Development (OD), as well as Integral Theory, this session will walk you through the "how tos" of conducting a focused and comprehensive organization assessment. Using the Integral Agile Transformation Framework (tm) from my book, Coaching the Agile Enterprise, we will cover topics ranging from why the concept of systems entry is critical to success, how different assessment modalities can be used effectively, what formal and informal methods exist, the importance of examining a full-range of topic areas, and the key qualities of the feedback meeting in engaging stakeholders and understanding the data.
Learning Outcomes:
  • *Understand the benefits of conducting an organization assessment prior to starting an Agile change initiative
  • *Understand the pros and cons of using different modalities used (e.g., interviews, surveys, large group processes, systemic methods, etc.)
  • *Be exposed to a variety of formal assessment methods, from leadership to culture to team health and roles
  • *Start using a template to think through an organization assessment

avatar for Michael Spayd

Michael Spayd

Chief Executive, Agile Coaching Institute, LLC
Since 2001, I have been immersed in Agile & Lean thinking and practices. From the beginning, I was drawn into large-scale transformation initiatives, especially the change and cultural aspects. I love to work at all levels of an organization, from teams and their managers to project... Read More →

Friday August 7, 2015 09:00 - 10:15
Potomac D