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	<title>scaling Agile | Scrum Agile Project Management Expert</title>
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	<title>scaling Agile | Scrum Agile Project Management Expert</title>
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		<title>Scaling Agility in Customer Experience at Ford Motor Company</title>
		<link>https://www.scrumexpert.com/videos/scaling-agility-in-customer-experience-at-ford-motor-company/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Thu, 05 Mar 2026 17:29:55 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8609</guid>

					<description><![CDATA[Benjamin Igna worked with Ford Motor Company and lead the transformation within the launch of the new Ford Explorer (EV). In this presentation, he shares his learnings and approaches during the change towards agility of the CX organization across 5 different Markets and cultures affecting multiple hundred people in sales and marketing. Here are some of his thoughts about agility: &#8220;With the hidden story of agility in mind, the advancement of various approaches, examples of the successful application of agile techniques and my personal experience, I would like to leave you with three final thoughts: The essence of agility stems from the discovery phase of a product and not its delivery. This understanding underlines the need to carefully analyse the context in which a team operates and to select and adapt the appropriate framework accordingly. The uniqueness of each project, due to specific technological challenges and industry-specific requirements, makes it almost impossible to provide an all-encompassing solution with a single framework. Kelly Johnson could never have developed an mRNA vaccine in a smelly tent. And certainly with SAFe 6.0, the development of the P80 shooting star would have taken longer than 143 days. Agile methods provide a valuable framework, but their true strength lies in their flexibility and adaptability to the situation at hand. Teams should not blindly rely on the guidelines of a framework, but use its principles as a guide to find their own way. Technology is developing rapidly and industries are facing constantly changing challenges. What was <a class="mh-excerpt-more" href="https://www.scrumexpert.com/videos/scaling-agility-in-customer-experience-at-ford-motor-company/" title="Scaling Agility in Customer Experience at Ford Motor Company">[...]</a>]]></description>
		
		
		
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		<title>Balancing Agility and Discipline</title>
		<link>https://www.scrumexpert.com/knowledge/balancing-agility-and-discipline/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Wed, 12 Nov 2025 17:35:44 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Books]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8495</guid>

					<description><![CDATA[Balancing Agility and Discipline is a book written in 2004 by Barry Boehm and Richard Turner. The fact that it is already on its 6th reprint tells something about its value. This is a very pragmatic book that tries to put in perspective agile and plan-driven software development approaches. By the way, the funny thing is that the word &#8220;waterfall&#8221; is rarely mentioned in the book. This may be due to its negative connotation and also to the fact that Barry Boehm favors a spiral approach. The book has also adopted a clever structure with a first &#8220;quick-read&#8221; part of 150 pages that provide the core of the material and then 100 pages of appendixes to treat some parts more specifically. After a comparison of agile and plan-driven approaches, the book illustrates its vision of these two processes by presenting two project case studies. It also offers a risk-based approach for making methodology decisions that integrate agile and plan-driven practices. Even the book is not recent, it has the advantage of confronting agile and plan-driven approaches in a relatively objective way. Therefore, it is a very recommended reading for people that want to improve their software development process without wanting necessarily to be a &#8220;purist&#8221; of a particular approach. It is also a book where people that have already made their choice will be able to consider the &#8220;other&#8221; software development process with a different view and also gain a better insight on their own strengths and weaknesses. Reference: &#8220;Balancing <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/balancing-agility-and-discipline/" title="Balancing Agility and Discipline">[...]</a>]]></description>
		
		
		
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		<title>Scaling Improvement Instead of Scaling Agile</title>
		<link>https://www.scrumexpert.com/videos/scaling-improvement-instead-of-scaling-agile/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 03 Nov 2025 16:36:44 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8491</guid>

					<description><![CDATA[The problem with retrospectives is that the learnings identified often remain locally. And scaling agile seems to be the default answer. Let&#8217;s focus more on scaling improvement. Our wins, failures and opportunities for improvement created by retrospectives don&#8217;t get shared widely. That knowledge is one of the most powerful resources that we have available to us. The key learnings from this presentation are: Learn to identify systemic impediments across teams of teams to understand what is holding you back from achieving your goals. Discover new techniques you can use today to track improvements at scale, going beyond the standard metrics and enabling you to visualize your progress Understand how to co-create experiments with those involved to bring about change that lasts Video producer: https://agileprague.com/]]></description>
		
		
		
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		<item>
		<title>Bas Vodde Explains How to Adopt LeSS for Scaling Agile</title>
		<link>https://www.scrumexpert.com/videos/bas-vodde-explains-how-to-adopt-less/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 22 Apr 2025 15:16:18 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8302</guid>

					<description><![CDATA[Bas Vodde demystifies what it really takes to adopt Large Scale Scrum (LeSS). Rather than a quick “flip,” Bas Vodde explains four main phases that most organizations experience: education, pre-LeSS planning, the flip, and post-change improvements. He highlights tough decisions—like redefining the product from the customer’s point of view, choosing the right product owner (often a budget holder), dismantling silos to form cross-functional feature teams, and figuring out co-location and vendor strategies. After the structural “flip,” teams face common early hurdles, such as learning to refine the product backlog in multi-team sessions and dealing with shared code ownership. Bas Vodde stresses that genuine collaboration, not just re-labeling roles, is essential to sustaining LeSS. He also acknowledges the biggest challenge: outlasting management changes, which frequently derail progress for scaling Agile. If you’re aiming to transform your organization with LeSS and want a realistic view of how to navigate each stage, challenges included, this talk offers invaluable guidance from one of the method’s co-creators. Video producer: https://less.works/]]></description>
		
		
		
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		<item>
		<title>Can You Use Agile in Large Transformation Programs</title>
		<link>https://www.scrumexpert.com/videos/can-you-use-agile-in-large-transformation-programs/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Wed, 13 Nov 2024 13:30:47 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8137</guid>

					<description><![CDATA[Large transformation programs are the need of the hour given the massive amount of digital transformations that are undertaken by organizations. Be it moving away from on-premises systems to cloud or building data lakes or analytics programs or transforming business processes through an industry standard SaaS solution, it often turns out to be a multi-year, multivendor program with enormous amounts of dependencies. Agility is being able to respond to change quickly. As Andy Hunt says, one test that can tell whether one is agile or not is their ability to adapt quickly to a significant change in technology, business or market conditions. Small iterations, fast feedback, incremental development, faster time to market are typical hallmarks of any agile program. Then is agility in large transformation programs an oxymoron if those two look poles apart? How can one bring agility in large programs where the value delivery is at the end of a long program timeline, or where the word ‘change’ is often frowned upon. This talk brings you the challenges and lessons learned from bringing in agility in transformation programs such as ERP implementation, cloud transformation, consolidation or migration efforts. The talk discusses examples of where these efforts worked or failed, why those were used, how it was implemented and its benefits and influence on bringing agility in large programs. Video producer: https://agileindia.org]]></description>
		
		
		
			</item>
		<item>
		<title>Agile Portfolio Planning and Prioritization at Scale</title>
		<link>https://www.scrumexpert.com/videos/agile-portfolio-planning-and-prioritization-at-scale/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 19 Sep 2023 16:10:23 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=7651</guid>

					<description><![CDATA[This presentation discusses how to do portfolio planning and prioritization at scale based on experiences within one of the largest banks in The Netherlands. It presents practices that have been developed, shows examples and explains how to plan for short term (< 3 months) and longer term. Prioritization and planning across over 25 autonomous Agile teams is hard. Especially when all work on their own contribution to department and organization goals. It gets harder when there are more than a dozen departments like this and some of them have dependencies with your own department. For over a year we have been collecting practices on how to encourage autonomy whilst keeping alignment over the departments and within teams. This talk elaborates on these practices, shows examples of how the bank has designed portfolio walls and meetings, how they prioritize work and create options in their workload and how the teams balance between achieving their own goals and helping others achieve theirs. The organization has conducted experiments on what works best for them in over 10 departments at the same time which has provided a nice collection of practices to choose from. Video producer: https://leanagile.scot/]]></description>
		
		
		
			</item>
		<item>
		<title>Practices for Scaling Lean &#038; Agile Development</title>
		<link>https://www.scrumexpert.com/knowledge/practices-for-scaling-lean-agile-development/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 05 Jun 2023 14:34:31 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Books]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=7538</guid>

					<description><![CDATA[I had already very much like the first book written by the same authors “Scaling Lean &#038; Agile Development – Thinking and Organisational Tools for Large-Scale Scrum” published in 2009. The risk when you have high expectations is being disappointed. It wasn’t the case with &#8220;Practices for Scaling Lean &#038; Agile Development&#8221;. This book that is like the first one providing pragmatic advice on how to adopt an agile and lean approach. Despite the density of its content, the book is easy to read. Margin notes allow the reader to navigate to related content and end of chapter “recommended readings” provides pointers to dig further on specific topics. The “Inspect &#038; Adapt” chapter is my favorite. It deals with agile adoption and the confusion between doing agile and being agile. There is also an interesting chapter on Agile contracts, a topic neglected by the literature on Agile. I will strongly recommend &#8220;Practices for Scaling Lean &#038; Agile Development&#8221; to every software developer and project manager. Whether you are or not in an Agile organization, this book will provide you with advice and ideas to improve your daily software development practices. You can read it from start to finish, or simply pick the pieces that are more relevant to your current situation in a scaling Agile effort. Reference: Practices for Scaling Lean &#038; Agile Development – Large, Multisite, and Offshore Product Development with Large-Scale Scrum, Craig Larman and Bas Vodde, Addison Wesley Quotes Test independence does not mean independent testers. How <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/practices-for-scaling-lean-agile-development/" title="Practices for Scaling Lean &#038; Agile Development">[...]</a>]]></description>
		
		
		
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		<item>
		<title>Five Things You Should Know Before Scaling Agile Teams &#038; Culture</title>
		<link>https://www.scrumexpert.com/videos/five-things-you-should-know-before-scaling-agile-teams-culture/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 01 May 2023 14:11:14 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=7483</guid>

					<description><![CDATA[Having scaled a number of Agile teams at different speeds, this presentation will walk you through some of the inflection points you will experience, how to navigate them, and reflect on all the things the presenter wishes she had known just a little bit earlier. In engineering, we (rightly) talk a lot about how to scale our systems and our infrastructure. Yet some of our very hardest challenges come when scaling the people side of things. How do you survive your team doubling, tripling or perhaps even a 10x growth in a short period of time? What does it take to grow fast AND retain the bits of your culture as a team or organization that made you great to begin with? How do you know when to change how you do things, without just achieving cargo cult Agile? Video producer: http://aginext.io/]]></description>
		
		
		
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		<item>
		<title>The Death Of The Spotify Model</title>
		<link>https://www.scrumexpert.com/videos/the-death-of-the-spotify-model/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 10 Oct 2022 15:02:32 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=7238</guid>

					<description><![CDATA[The Spotify model is a people-driven, autonomous approach for scaling agile that emphasizes the importance of culture and network. The Spotify model champions team autonomy, so that each team (or Squad) selects their framework (e.g. Scrum, Kanban, Scrumban, etc.). Squads are organized into Tribes and Guilds to help keep people aligned and cross-pollinate knowledge. Many ‘productivity’ talks are filled with abstractions on how to create ‘high performing teams’. Many of them use ‘Agile’ concepts which sound nice for the internet and often work for a particular use case, but how do you actually scale improvements across a large IT enterprise? All this while maintaining engineering happiness, and delivering on your projects? In 2015, the busdevops way of working aka ‘The Spotify Model’ helped ING Bank to a next level of Agile way of work. It brought us many nice things, but we identified some issues along the way and we will cover them in the presentation. After 5 years, it was time to take the next steps. This talk describes the good, the bad and the ugly when you want to establish a (large scale) top engineering culture and highly performant IT departments where technology is a first-class citizen. We outline how we reorganized our tribes towards product thinking, where both ‘business’ and ‘IT’ moved away from ‘Agile team purpose’. We describe in detail how we radically changed our team topologies; moved towards small, ‘purposeless’ microteams and platform teams. Next to this, we dive deeper into the crucial role which <a class="mh-excerpt-more" href="https://www.scrumexpert.com/videos/the-death-of-the-spotify-model/" title="The Death Of The Spotify Model">[...]</a>]]></description>
		
		
		
			</item>
		<item>
		<title>LeSS &#8211; an Agile Descaling Framework</title>
		<link>https://www.scrumexpert.com/videos/less-an-agile-descaling-framework/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 05 Apr 2022 15:12:00 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[scaling Agile]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=7005</guid>

					<description><![CDATA[Although LeSS is an Agile scaling framework, in reality it requires organizational de-scaling. It is also an organizational design framework that helps to address core elements of organizational design: HR policies, finance/budgeting, vendor management, site strategies &#8211; areas that are not too comfortable for many companies to address. System and Lean thinking drives understanding of LeSS. LeSS is not about: &#8216;best practices&#8217;, maturity metrics, RAGs, KPIs, tools, and operating models. LeSS 3 adoption principles are: 1. Deep and Narrow (not broad and shallow) 2. Top &#8211; Bottom + Bottom &#8211; Up. 3. By Volunteering only Video producer: https://agileleanireland.org/]]></description>
		
		
		
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