Agile change and transformation
Learn the experience of large Agile Transformation during turbulent times created by Covid-19. This describes how Scrum Masters changed the way of serving the organization, how you need to modify the approach and strategy of Agile Transformation and how this change impacts Scrum Teams.
Many organizations are beginning to feel the need to be leaner, agile and more nimble in order to better adapt to an ever-changing and uncertain world. This is especially true for the digital space, a sector where technology is creating new behaviors and competitors at an unprecedented rate. What many companies are discovering is that adapting to these changes means altering how they think, work and – most importantly – collaborate. This is not an easy challenge.
Does Agile make us far less secure? This presentation discusses the tension between agile and security and offers ways that you can resolve this tension.
The values contained in the Manifesto for Agile Software Development might be good for the Agile teams, but most of the senior management in organizations prefer having a defined solution, a detailed planning and a budget that should be respected. This article discusses how to make these two different approaches work together.
It is “those skeptical people” who are most annoying. They don’t seem to listen to our ideas. They usually start raising objections before we have even finished describing what we are thinking. They have a counterargument for every argument. What’s to be done with “those people”? In this presentation, Linda Rising pulls patterns from the Fearless Change collection plus the latest research in neuroscience to help you in the challenges you face with resistance.
Agile development starts with small Scrum teams tackling small problems. After some initial successes the organization gets more ambitious, and tries to get more teams tackling bigger problems. At some point these endeavors run headlong into organizational finance and governance structures from a different era, designed with huge projects in mind, and it usually doesn’t end well.
Marc Andreessen famously said “software is eating the world”. Yet most of our software development project teams and organizations simply are not set up for us to take part in this revolution. Why? Our organizational surroundings are directly responsible for inefficient design and delivery – locally-optimized silos, opaque and ossified power structures, multi-layered middle management, command-and-control executives – the failings are well known.
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