Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams.

Size: px
Start display at page:

Download "Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams."

Transcription

1 Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Agile for Business

2 Summary The success of Agile project management is quickly growing beyond IT and software development. Nearly 40% of organizations that use Agile management for technical projects report functions like Marketing, Finance and Customer Service are using Agile practices for their projects. In this white paper we outline the success Agile has had in many organizations and why Agile is well suited to business teams and the projects that they deliver. With this background in mind, we will outline the key steps to getting started with Agile in your organization and touch on the organizational and cultural considerations that are critical to success. Introduction Since the Agile Manifesto was issued in 2001, Agile management of software development and IT has progressed from a 12 point set of principles, to a mainstream management method and is now the dominant form of project management within technical teams. In 2008, 40% of firms said they used Agile project management in technical functions. By 2013 that figure has grown to 90% of firms using Agile extensively. Nearly 40% of these firms now report business project teams in Marketing, Finance and Customer Service are using Agile practices to better manage their initiatives. With this fast- growing adoption, Agile is quickly becoming mainstream for business teams. The need for better customer insights and more responsiveness effectiveness is driving adoption in organizations. This paper summarized recent research on the impact of Agile management on project time, cost and quality. We will discuss how, given the similarities in project and team attributes, Agile project management is primed for cross over to business teams in a range of functions. With this background in mind, we explore the key considerations and the right initial steps to start on your own path to become an Agile organization. A Bit of Background on Agile Before we start into the main points of our paper, we want to clarify a few Agile terms to ensure all readers have some level of understanding of the Agile derivatives that they might have heard about. First, the Agile Manifesto is a collection of 12 principles that describe an Agile end- state, but do not specify how project work is accomplished. These principles include: welcoming changing requirements from the customer; face- to- face communications; daily coordination 2 BECOMING AGILE: A GETTING STARTED GUIDE

3 and cooperation between developers and business people; and, regular adaptation to change. Beneath the Agile label and comprised of a range of Agile practices are the Agile methods. These methods are a diverse and evolving group of approaches to Agile that include the well known Scrum and XP methods, other methods that incorporate manufacturing concepts like Kanban and Lean, and hybrid methods such as Scrum- ban. The actual Agile practices, the techniques we use to better define an initiative, manage the team s workflow, and measure results, for example, are a collection of processes for each stage of Agile management, as illustrated in Figure 1. These practices include: defining the outcomes and criteria; setting priorities with stakeholders; deconstructing the initiative into value elements to deliver; and, tools for managing the work and the status. Because teams, organizations and projects are unique, the specific Agile approach and the practices are tailored to the current priorities and evolve overtime. Figure 1: The AgileFluent approach: stages of Agile management The starting point for most teams is one of the common Agile methods, such as Scrum. Starting from a framework, teams adopt specific practices to best meet their current project management priorities and team culture. The foundation of the AgileFluent approach was developed the same way as operators in our own companies. Based on our experience we created a successful approach well suited to marketing teams and their partners in IT, Sales and Service. To meet the unique needs of marketing teams we enhanced the core Agile methods BECOMING AGILE: A GETTING STARTED GUIDE 3

4 with customer- centered design and Lean project planning practices and also added team measures and diagnostics for the unique needs of business teams. It is clear that Agile is actually is a collection of methods and practices that together help teams achieve the Agile vision. But Agile is only valuable if it helps teams and the broader organization succeed. In the next section we ll review impact that Agile has had on project teams. The Impact of Agile on Project Teams Over the past six years several studies that have looked at hundreds of Agile projects to learn how Agile project management has impacted the projects and the teams that have adopted Agile. With the flexibility and evolutionary nature of Agile, the unique attributes of the projects and the diverse team cultures, it can be hard to make direct comparisons, yet a number of clear trends do emerge. But before we review some of these studies, let s first review the state of traditional project management today. In a 2013 study, the accounting and management consulting firm KPMG looked at a broad range of projects and quantified what many of us have experienced the performance gap between goals and outcomes. In the study they found that: 71% of projects are late 67% are over budget 65% fall short of delivering the benefits that were envisioned Taken in total, only a small number of projects are on- time, on- budget and on- plan. It is clear that the approaches we learned early in our careers are not effective and don t meet the needs of organization. We are often too optimistic in our ability plan and predict the time required, the costs involved and outcomes that we should expect. We often lack the data and insights to understand past performance and apply in managing our projects today. We need a new operating system. To help address of these issues a growing number organizations have turned to Agile. And not just to solve one problem, Agile can improve a range of project management issues. For example, Capgemini Consulting found in a 2013 study of Agile project results that, in the view of CIOs, Agile was instrumental in helping: 84% of teams better manage change; Agile increased project visibility in 77% of cases; and, improved productivity for 75% of teams. Agile was also credited with improved morale; better organizational alignment, and reduced project risk in over 65% of teams. In another study, Agile project management software publisher VersionOne found similar impacts on development teams in their 2014 State of Agile survey, compiled by Analysis.net Research. Their study found similar benefits to other 4 BECOMING AGILE: A GETTING STARTED GUIDE

5 studies. They also reported relatively few cases when Agile adoption resulted in lower team performance in any of these dimensions, as Table 1 highlights: Table 1: VersionOne 8th Annual State of Agile Survey, 2014 Got Better No Benefit Got Worse Manage changing priorities 92% 7% 1% Increased productivity 87% 11% 2% Improved project visibility 86% 12% 2% Improved team morale 86% 11% 4% Enhanced quality 82% 15% 3% Reduced risk 82% 17% 1% Faster time- to- market 83% 16% 1% It is important to note that while delivering significant organizational benefits, Agile initiatives are low risk. Only a small number of cases reported a set back in team performance. Several other studies have worked to quantify the magnitude of the impact of Agile on the key project management performance metrics of time, quality and productivity (cost). In these studies the researchers have summarized the reported results from a broad range of Agile projects, across many industries, and dating back to Table 2 summarizes the magnitude of impact found from these studies: Table 2: Agile Meta Research Quantifying the Impact of Agile QSMA/Rally David Rico (median) Scaled Agile Studies Reduce time to market 37% 33% 20-50% Improved productivity 16% 55% 20-50% Improved quality 50% 50% 30-50% 1. QSM Associates, The Agile Impact Report, Sponsored by Rally Software. 2. Dr. David Rico, The Business Value of Using Agile Project Management for New Products and Services, Scaled Agile, Inc. and Leffingwell, LLC 2014 From the research it is clear that Agile provides significant benefits against a broad range of goals and with limited risk. The results include not only savings to the organization but also higher top- line performance by reducing time to market and improved quality. Why Many Business Projects Are Like IT Projects So, Agile works great in IT and software, why will it work equally as well in marketing and other business settings? When we look at the attributes of software BECOMING AGILE: A GETTING STARTED GUIDE 5

6 projects and development teams we find many similarities with the most common business projects, including: Most of the in- depth knowledge is within the team, not an out outside expert. There is important discovery and learning that occurs as the project unfolds. The best outcomes include qualitative factors that are difficult to specify beforehand. Customer and stakeholder input and responsiveness is important to success. There are several valid approaches to the outcome. Large initiatives can be broken out into small to mid- sized projects and staffed by smaller teams. These factors also help highlight which projects are most suited to Agile methods. And while Agile adoption grows, traditional project management, with it s focus on top- down control and adherence to specification, is still well suited for large projects, with predicable outcomes, where the expertise of a small number of specialists direct the tasks of a large, delivery focused team. Recognizing that the nature of work has changed in many organizations is another reason to consider Agile. Over the years we ve flattened organizations so there is less support and managers are now player and coach. More work is in cross- functional teams. And for flexibility or for different skills, more teams use contractors and outside agencies. Now managing work and project management is critical skill for everyone. The Growth of Agile in Business Teams With the success of Agile methods and the clear value for business teams, it is no surprise that more and more teams in Marketing, HR, Finance and Customer Service are adopting Agile to manage initiatives. The Scrum Alliance found in their most recent State of Agile report released in June of 2013 that in over 36% Agile organizations, teams in functions outside of IT are using Agile approaches for business projects. The report found the highest adoption in Operations, Marketing and Finance. Special Considerations for Business Teams in Adopting Agile As a marketing or other business team, you ll most certainly tailor Agile methods to fit your needs. Practices such as continuous deployment and refactoring of software do not have readily apparent analogs in Marketing or Finance. And there are improved planning approaches from Lean start- up and product management that help teams improve planning and customer value that are beyond Agile Scrum or other starting points. 6 BECOMING AGILE: A GETTING STARTED GUIDE

7 There are several additional considerations to be aware of as you begin to manage with Agile practices. None of these considerations will limit you success, but may suggest a well- designed Agile approach for the business team. These considerations include: Business teams often have more unrelated projects that require work in a given week so require more context shifting and potentially higher complexity in planning capacity. Cross- functional projects require external team members also understand and support the team s Agile approach. The product owner role as the voice of the customer does not exist or may be dispersed across several people so planning and feedback may require a more collaboration. The higher level of project definition, visibility and in some cases, accountability that Agile naturally brings may require organizational change. These are a few of the considerations that the team will work through as they become an Agile team. Fortunately, Agile s flexibility and evolutionary nature allow the team to stage the adoption of Agile practices to match priorities and the rate they can evolve. In the next section we will discuss some of the key steps in becoming an Agile team. Getting Started At this point you have a good sense for the value of Agile and a better understanding of how Agile will work for business teams. You also appreciate Agile is built upon practices you can combine to target your highest priorities. Agile s flexibility gives managers and teams a lot of options for how they can become Agile. Next we outline a few steps we recommend to leadership and team members on their path to becoming Agile. In some cases these steps may require research and preparation. For others the answers will be clear enough to move forward. As you research Agile you ll find different points of view. Some authors focus much more on the Agile principles and not the actual practices. Others focus extensively on the self- directed team elements when starting down the Agile path. We ve found that the best approach is to focus first on the team s goals for Agile and a few practices that will have the greatest impact. This helps teams quickly get started, learn and begin to evolve their approach, and still address any broader issues with the foundation of their growing Agile experience and progress to date. Baseline The first step is to benchmark to ensure that management and the team has a good view of the state of project management today and its challenges from the perspectives of the team members, management and stakeholders. To create a BECOMING AGILE: A GETTING STARTED GUIDE 7

8 common understanding, launch a survey with follow- up interviews to determine how well the organization delivers projects today, how the projects have created value, and obstacles to improved cost, quality and timeliness. Feedback from the team and stakeholders Review the baseline research results with the team and stakeholders. Discuss the key findings and identify the priorities for improvement. Make sure there is good alignment for the problem statements and sufficient definition of what the future state should be. These will help you define the goals and scope for the team s Agile initiative. Culture and organizational support Ensure the right culture and organizational support is in place for an Agile approach, and an Agile team, to thrive. Is the team motivated to change their approach and do they buy into the additional responsibility that comes with being more involved in team management and with greater visibility for their work? Is management open to allow the team to take on more of their own direction and manage their way iteratively toward greater contribution? Is the team s manager ready to take a greater role in supporting the Agile process, coaching and potentially spending less time delivering work? Can the right physical environment be put in place? Especially in the beginning, having a work area that supports collaboration and white boards available to post project plans, the team project board and burn- up charts is especially critical as the team is coming up to speed on the Agile approach. Agile knowledge There are many resources today for Agile development teams, however information specifically for Agile business teams is harder to find. As a result, business teams and managers will need to work a little harder to develop their knowledge of Agile methods and practices. Teams can take a self- directed approach with existing materials, innovating and evolving their own method or they can accelerate success by working with Agile services firms who focus on business teams. In both cases work toward an initial Agile approach to address one or more of your top project management goals and focus on one or two of the phases like planning, workflow management or feedback and reporting. Addressing a top issue for the team and stakeholders will help to quickly build momentum and demonstrate a short- term success. Limiting initial scope to a phase or two simplifies the organizational change limits the amount of new knowledge to absorb in put to use. Set a few initial goals and get started At AgileFluent we recommend starting with a focused implementation at the team level and set objectives for scope and time frame. Start with a specific phase of Agile 8 BECOMING AGILE: A GETTING STARTED GUIDE

9 management, or a streamlined Agile approach where key phases are implemented with limited depth. Following the initial adoption we pause for two to three months to allow the team to integrate and stabilize the Agile practices, (see Develop your rhythm and stabilize below.) In this way the initial results are clear and an end to phase 1 defined. Have measurements in place To provide ongoing feedback and measures for progress initiatives should include a few selected new performance metrics. This can be a core set of measures like the burn- up chart, business priority delivery and retrospective actions or a more robust set of measures and diagnostics if improved visibility and measurement is a top priority for the team. In either case, building an initial performance baseline and using a data- oriented approach to gage collaboration and the value delivered is key. Demonstrating progress to upper management and having data to support additional resources or help to overcome blockers is important to the organization. It sets the tone for the current value the team delivers, what their Agile initiative is delivering and how the team will approach new opportunities and growth in the future. Develop your rhythm and stabilize Often first couple of months is challenging. There is confusion and many questions, including why are we doing this if things are not better? As with any change, new skills must be learned and adopted. It takes time to develop the right habits and proficiency with new practices. Following the initial rollout keep change to the minimum until the team is proficient with the practices and have developed a rhythm. As the process issues smooth out and Agile becomes more natural, they ll understand the finer points like how much is the right amount of definition or what are useful acceptance criteria. They ll start to have data for how much time tasks will take and a better sense for how to balance and deliver assigned tasks within a tighter weekly iteration timeframe. The added visibility will help them work more effectively with stakeholders. Plan next steps in your evolution As the process and the actions become more natural, the team is ready to review their success their stakeholders. With qualitative and a quantitative measures teams review progress towards the goals and the impact on the organization. At this point you begin to plan the second Agile phase and update your goals based on progress, what your learned and the latest priorities and opportunities for the team. If the stakeholders are new to Agile or the team has many stakeholders, create a BECOMING AGILE: A GETTING STARTED GUIDE 9

10 steering group from the stakeholders who are interested in learning more about Agile and who will give feedback to the team as they evolve their Agile approach. Concluding Remarks Adopting Agile and becoming a truly Agile team is equal parts vision, discovery and effort. By their nature and by design, Agile teams have a passion for delivering value and having an outsized impact on the success of the organization. As they work to deliver more value teams will coalesce around a vision. They will refine their Agile practices and adopt new practices to meet new challenges and changes in the market. Especially early in this evolution, managers and leaders within the team will keep the effort, focus and energy going as the team builds momentum and Agile more natural. Fortunately the path is well mapped. Teams may take a somewhat different approach, but common methods and practices make it easier to find the right path. Most often success in adopting Agile is making the right choices among options, with stakeholder s feedback, team collaboration and their performance measures guiding decisions. The remaining ingredients for success are determination and patience to evolve to the team s new Agile approach. As the research shows, the benefits to the team and the organization are well worth the effort. In this paper we have provided the basic justification and considerations for adopting Agile management and becoming an Agile team. Use these findings to help build support in the team for Agile and broadly with your stakeholders. Use the outline from Getting Started for your planning. Begin building knowledge through reading and networking with others who have their own initiatives. The team at AgileFluent has broad experience in marketing, business operations, cross- functional project management and Agile methods and practices for business teams. We are passionate about Agile and the value it delvers to the organization and the individuals on the team. Feel free to contact AgileFluent as a resource to help develop your Agile vision and plan for becoming an Agile organization. About AgileFluent Our mission is to bring the proven success of Agile project management to all business teams. We help teams collaborate, broaden and develop their individual skills, and deliver more value to their organizations. The AgileFluent approach is based on a combination of successful Agile best practices and our own experience as operators and executives in implementing and managing Agile in product management, marketing, service and administration functions. For more information visit: AgileFluent and Agile for Business are service marks of AgileFluent, LLC. Copyright BECOMING AGILE: A GETTING STARTED GUIDE

Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams.

Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams. Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams. Agile for Business www.agilefluent.com Summary The success of Agile project

More information

Gothenburg 2015 Jan Marek Jan.Marek@ca. com CA Technologies Introducing Agile development methodologies to Session S601 mainframe development teams

Gothenburg 2015 Jan Marek Jan.Marek@ca. com CA Technologies Introducing Agile development methodologies to Session S601 mainframe development teams Jan Marek Jan.Marek@ca. com CA Technologies Session S601 Introducing Agile development methodologies to mainframe development teams Agenda Introduce Agile software development methodologies Scrum overview

More information

Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government

Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Introduction Introduction In today s Federal market, the effectiveness of human capital management directly impacts agencies

More information

ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL

ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

Agile Master Data Management TM : Data Governance in Action. A whitepaper by First San Francisco Partners

Agile Master Data Management TM : Data Governance in Action. A whitepaper by First San Francisco Partners Agile Master Data Management TM : Data Governance in Action A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary What do data management, master data management,

More information

Bridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM;

Bridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; Bridging the Gap: Traditional to Agile Project Management ABSTRACT I. S. Parente 1 1 Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; S3 Technologies, LLC, Principal Consultant; parente@s3 tec.com

More information

TECHNICAL AGILITY HOW ENTERPRISE SOFTWARE SYSTEMS SUPPORT OR INHIBIT AGILITY. Copyright 2014 Slick Rabbit LLC Pg. 1

TECHNICAL AGILITY HOW ENTERPRISE SOFTWARE SYSTEMS SUPPORT OR INHIBIT AGILITY. Copyright 2014 Slick Rabbit LLC Pg. 1 TECHNICAL AGILITY HOW ENTERPRISE SOFTWARE SYSTEMS SUPPORT OR INHIBIT AGILITY Copyright 2014 Slick Rabbit LLC Pg. 1 TABLE OF CONTENTS Table of Contents... 2! Executive Summary... 3! Agile Adoption Industry

More information

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,

More information

Scaling Agile: Fractals of Innovation. An excerpt from Rally s book, Agile Business Rally Software Development Corp. All rights reserved.

Scaling Agile: Fractals of Innovation. An excerpt from Rally s book, Agile Business Rally Software Development Corp. All rights reserved. Scaling Agile: Fractals of Innovation An excerpt from Rally s book, Agile Business 2013 Rally Software Development Corp. All rights reserved. Scaling Agile: Fractals of Innovation By Ronica Roth Sure,

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

Introducing Agility into a Phase Gate Process

Introducing Agility into a Phase Gate Process B E S T P R A C T I C E S W H I T E P A P E R Introducing Agility into a Phase Gate Process Jenny Stuart, Vice President of Consulting, Construx Software Version 1.1, June 2011 Contributors Earl Beede,

More information

HR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems

HR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems www.wipro.com HR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems FUTURE READY SYSTEM FOR AN INSPIRED WORKFORCE Anand Gupta, Director, Oracle Cloud Services, Wipro Table

More information

Statistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ

Statistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ Distr. GENERAL WP.22 17 May 2011 ENGLISH ONLY UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE (UNECE) CONFERENCE OF EUROPEAN STATISTICIANS EUROPEAN COMMISSION STATISTICAL OFFICE OF THE EUROPEAN UNION (EUROSTAT)

More information

Global Account Management for Sales Organization in Multinational Companies *

Global Account Management for Sales Organization in Multinational Companies * Global Account Management for Sales Organization in Multinational Companies * Tino Canegrati ** Abstract A Global Company is not just a Multinational Company, but on top it has developed an organizational

More information

Agile Development Overview

Agile Development Overview Presented by Jennifer Bleen, PMP Project Services Practice of Cardinal Solutions Group, Inc. Contact: Agile Manifesto We are uncovering better ways of developing software by doing it and helping others

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

CONTENTS. As more and more organizations turn to agile development, the reality of what agile really is often gets obscured. Introduction...

CONTENTS. As more and more organizations turn to agile development, the reality of what agile really is often gets obscured. Introduction... CONTENTS Introduction...1 Myth #1: Agile Development is Undisciplined...2 Myth #2: Agile Teams Do Not Plan...2 Myth #3: Agile Development is Not Predictable...2 Myth #4: Agile Development Does Not Scale...4

More information

Agile Project Management By Mark C. Layton

Agile Project Management By Mark C. Layton Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

Global Payroll? A Few Planning Considerations. Human Resources Globalization

Global Payroll? A Few Planning Considerations. Human Resources Globalization Global Payroll? A Few Planning Considerations Human Resources Globalization Global Payroll? A Few Considerations Today s businesses operate in an increasingly global environment. As a result, globalizing

More information

Effective Workforce Development Starts with a Talent Audit

Effective Workforce Development Starts with a Talent Audit Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunity

More information

Strategic Deployment:

Strategic Deployment: Strategic Deployment: A Step- by- Step Process for Planning, Implementing and Managing Change l P.O. Box 270771, Houston, Texas 77277 Phone: 713-882- 5225 Introduction Change. It's the hardest variable

More information

REVAMP YOUR TRAINING 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM

REVAMP YOUR TRAINING 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM REVAMP YOUR 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM BY STEVE O BRIAN, VICE PRESIDENT, CHRONUS CORPORATION WITH KAREN DU FOUR DES CHAMPS, & DEVELOPMENT EXPERT, AUTHOR, SPEAKER, AND CONSULTANT PROGRAM

More information

Agile Software Development in the Large

Agile Software Development in the Large Agile Software Development in the Large Jutta Eckstein 1 Large Large in... Scope Time People Money Risks We concentrate on Large Teams Large is relative 1, 2, 10, 100, 2000 People 2 Principles behind Agile

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent

10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent m a y 2 0 1 2 10 Steps to a Successful Digital Asset Management Implementation Strategies and Best Practices Implementing and deploying enterprise solutions across the organization can be complex, involving

More information

Best Practices in Change Management 2014 Edition

Best Practices in Change Management 2014 Edition Best Practices in Change Management 2014 Edition Executive Overview A look at Prosci s latest change management research In Brief: Since 1998, Prosci has conducted eight benchmarking studies to discover

More information

Cisco Unified Communications and Collaboration technology is changing the way we go about the business of the University.

Cisco Unified Communications and Collaboration technology is changing the way we go about the business of the University. Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Migration Planning guidance information documents. Workforce Planning Best Practices

Migration Planning guidance information documents. Workforce Planning Best Practices Migration Planning guidance information documents Workforce Planning Best Practices October 7, 2011 Table of Contents 1. Purpose... 1 2. Workforce Analysis... 1 2.1 Workforce Analysis Framework... 2 2.2

More information

Scrum. in five minutes

Scrum. in five minutes Scrum in five minutes Scrum and agile methods are hot topics these days A simple method for the management of complex projects... Older methods focus on staying on track; Scrum is aimed at delivering business

More information

Agile Project Management Mapping the PMBOK Guide to Agile Practices. Michele Sliger michele@sligerconsulting.com Twitter: @michelesliger

Agile Project Management Mapping the PMBOK Guide to Agile Practices. Michele Sliger michele@sligerconsulting.com Twitter: @michelesliger Agile Project Management Mapping the PMBOK Guide to Agile Practices Michele Sliger michele@sligerconsulting.com Twitter: @michelesliger Michele Sliger Sliger Consulting, Inc. www.sligerconsulting.com Over

More information

Organisational Change Management

Organisational Change Management Organisational Change Management The only thing that is constant is change in your business, your market, your competitors, and your technology. Remaining competitive and responsive to your customers and

More information

Enterprise PMO is a key enabler and foundation for effective enterprise portfolio management.

Enterprise PMO is a key enabler and foundation for effective enterprise portfolio management. Enterprise Program Management Office (EPMO): "Best Practices and PMOs" Stephen C. Hawald - CISM, PMP Our EPMO Ship Has Been Selected For Our Journey! Our PMO is shipworthy and ready to sail across complex

More information

BI Dashboards the Agile Way

BI Dashboards the Agile Way BI Dashboards the Agile Way Paul DeSarra Paul DeSarra is Inergex practice director for business intelligence and data warehousing. He has 15 years of BI strategy, development, and management experience

More information

TABLE OF CONTENTS... 1 ACKNOWLEDGEMENTS... 2 INTRODUCTION... 3 BACKGROUND... 3 MBA CAREER LADDER OVERVIEW... 4 BENEFITS TO MBAS AND EMPLOYERS...

TABLE OF CONTENTS... 1 ACKNOWLEDGEMENTS... 2 INTRODUCTION... 3 BACKGROUND... 3 MBA CAREER LADDER OVERVIEW... 4 BENEFITS TO MBAS AND EMPLOYERS... MBA Career Ladder Table of Contents TABLE OF CONTENTS... 1 ACKNOWLEDGEMENTS... 2 INTRODUCTION... 3 BACKGROUND... 3 MBA CAREER LADDER OVERVIEW... 4 BENEFITS TO MBAS AND EMPLOYERS... 5 BENEFITS TO MBAS...

More information

Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery

Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary

More information

What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery?

What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? Our Findings Lean-Agile methods are helping workgroups to significantly increase their productivity

More information

How do I know if Agile is working for me or not? An Executive s Dilemma

How do I know if Agile is working for me or not? An Executive s Dilemma How do I know if Agile is working for me or not? An Archana Joshi, Cognizant Sheshadri Shekhar, Cognizant Dec 31 2013 Overview: As Agile Coaches working with a large multinational diversified financial

More information

Operational Risk Management - The Next Frontier The Risk Management Association (RMA)

Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational risk is not new. In fact, it is the first risk that banks must manage, even before they make their first

More information

In today s acquisition environment,

In today s acquisition environment, 4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor

More information

IBM Jazz Collaborative Lifecycle Management: Agile Anywhere. Dr. Yael Dubinsky IBM Research - Haifa Nov 2015

IBM Jazz Collaborative Lifecycle Management: Agile Anywhere. Dr. Yael Dubinsky IBM Research - Haifa Nov 2015 IBM Jazz Collaborative Lifecycle Management: Agile Anywhere Dr. Yael Dubinsky IBM Research - Haifa Nov 2015 Time 2 Space 3 People 4 Lean 5 Are We Agile? The customer role? Iteration management? Continuous

More information

Better Onboarding to Enable Organizational Agility

Better Onboarding to Enable Organizational Agility RTM Consulting Better Onboarding to Enable Organizational Agility A Guide for the Support Services Executive Randy Mysliviec President & CEO RTM Consulting 2 2012-2014 All rights reserved. Better Onboarding

More information

Fortune 500 Medical Devices Company Addresses Unique Device Identification

Fortune 500 Medical Devices Company Addresses Unique Device Identification Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit

More information

Agile Scrum and PMBOK Compatible or Contrary?

Agile Scrum and PMBOK Compatible or Contrary? Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate

More information

Introduction to Enterprise Agile Frameworks

Introduction to Enterprise Agile Frameworks Introduction to Enterprise Agile Frameworks PMINU PDC 2014 May 9, 2014, Salt Lake City, Utah Presented by: Mehul Kapadia SAFe SPC, PMI-ACP, CSM, CSPO, PMP 1 Introduction Mehul Kapadia Director of Project

More information

Speech Analytics: Best Practices for Analytics- Enabled Quality Assurance. Author: DMG Consulting LLC

Speech Analytics: Best Practices for Analytics- Enabled Quality Assurance. Author: DMG Consulting LLC Speech Analytics: Best Practices for Analytics- Enabled Quality Assurance Author: DMG Consulting LLC Forward At Calabrio, we understand the questions you face when implementing speech analytics. Questions

More information

The Future of Census Bureau Operations

The Future of Census Bureau Operations The Future of Census Bureau Operations Version 1.0 April 25, 2013 The Future of Census Bureau Operations Page ii [This page intentionally left blank] The Future of Census Bureau Operations Page iii Document

More information

The Why & How of Managed Services

The Why & How of Managed Services SOLUTIONS Cut Costs While Improving Productivity The Why & How of Managed Services What are Managed Services? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace

More information

By defining a set of specific performance objectives we can utilise a range of tailor-made solutions

By defining a set of specific performance objectives we can utilise a range of tailor-made solutions Transformational Leadership Training Unlocking Team Potential Strategic Change Management Maximising Team Efficiency By defining a set of specific performance objectives we can utilise a range of tailor-made

More information

Agile Software Development. Mohsen Afsharchi

Agile Software Development. Mohsen Afsharchi Agile Software Development Mohsen Afsharchi I. Agile Software Development Agile software development is a group of software development methods based on iterative and incremental development, where requirements

More information

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology Process Methodology for Wegmans Deli Kiosk Version 1.0 Prepared by DELI-cious Developers Rochester Institute of Technology September 15, 2013 1 Table of Contents 1. Process... 3 1.1 Choice... 3 1.2 Description...

More information

Enterprise Content Management (ECM)

Enterprise Content Management (ECM) Business Assessment: A Quick-Reference Summary Intro to MIKE2 methodology and phase 1 The methodology that will be used throughout the specialist track is based on the MIKE2 methodology. MIKE stands for

More information

Lasting commercial success with Agile Evolution

Lasting commercial success with Agile Evolution Turning visions into business December 2011 Lasting commercial success with Agile Evolution Malte Foegen, David Croome, Timo Foegen Scrum techniques are spreading increasingly. In many cases, they lead

More information

CEB s Workforce Surveys & Analytics

CEB s Workforce Surveys & Analytics CEB s Workforce Surveys & Analytics 3 80% of the 4,000 business leaders CEB surveyed in 2011 said engagement initiatives do not drive business outcomes at their companies. Mobilizing the Workforce: Enable

More information

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011 North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes

More information

New and Prospective Managers: Competency Development and Learning Plan

New and Prospective Managers: Competency Development and Learning Plan New and Prospective Managers: Competency Development and Learning Plan Contents Competency Assessment Summary... 1 Management challenges... 2 GNWT Competencies... 4 Goal setting and learning plan... 7

More information

AGILE BUSINESS SERVICES. Guiding and supporting your business. at any stage of your agile journey

AGILE BUSINESS SERVICES. Guiding and supporting your business. at any stage of your agile journey AGILE BUSINESS SERVICES Guiding and supporting your business at any stage of your agile journey SOGETI AGILE SERVICES Overcoming barriers to agile success Agile methods are being adopted by a wide range

More information

IMPLEMENTING SCRUM. PART 1 of 5: KEYS TO SUCCESSFUL CHANGE

IMPLEMENTING SCRUM. PART 1 of 5: KEYS TO SUCCESSFUL CHANGE IMPLEMENTING SCRUM GUIDE PART 1 of 5: KEYS TO SUCCESSFUL CHANGE Created by Axosoft, makers of the #1 Scrum software, in collaboration with writer and coach, Tirrell Payton. A STORY ABOUT NIC AND SKIP I

More information

DIANNA SADLOUSKOS BACKGROUNDER www.sadlouskos.com EXPERIENCE

DIANNA SADLOUSKOS BACKGROUNDER www.sadlouskos.com EXPERIENCE EXPERIENCE SADLOUSKOS CONSULTING SERVICES March 2006 to present FOUNDER, PRINCIPAL CONSULTANT Dianna Sadlouskos is a management consultant with twenty years experience supporting higher education institutions

More information

Focusing on you. Focusing on the future.

Focusing on you. Focusing on the future. Focusing on you. Focusing on the future. Talk to JAM now on 0800 211 8877 www.jamrecruitment.co.uk Powerful RPO solutions from JAM Recruitment Future Great recruitment is incredibly powerful. It can change

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c

More information

Bridging the IT Business Gap The Role of an Enterprise Architect

Bridging the IT Business Gap The Role of an Enterprise Architect Whitepaper Bridging the IT Business Gap The Role of an Enterprise Architect Today s enterprises understand the value that Information Technology (IT) can bring to their business. IT supports day-to-day

More information

So with hundreds of CRM service providers vying for your attention, why should you select OSF Global Services as your partner?

So with hundreds of CRM service providers vying for your attention, why should you select OSF Global Services as your partner? If you ve concluded that Customer Relationship Management is a strategic priority for your business, you ve no doubt started to evaluate CRM solutions and service providers. Which means you ve heard the

More information

THE WHY & HOW OF MANAGED SERVICES

THE WHY & HOW OF MANAGED SERVICES SOLUTIONS CUT COSTS WHILE IMPROVING PRODUCTIVITY THE WHY & HOW OF MANAGED SERVICES WHAT ARE MANAGED SERVICES? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace

More information

EMC PERSPECTIVE. Adopting an Agile Approach to OSS/BSS Development

EMC PERSPECTIVE. Adopting an Agile Approach to OSS/BSS Development EMC PERSPECTIVE Adopting an Agile Approach to OSS/BSS Development Reader ROI The agile software methodology is different from the traditional approach in that requirements gathering and analysis, design,

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS.

EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS. EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS. THE POWER OF PARTNERSHIP. GROWING OUR BUSINESS AND OURSELVES. To fuel our continued growth for today and tomorrow, we re evolving our idea

More information

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006 A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,

More information

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They

More information

Mitel Professional Services Catalog for Contact Center JULY 2015 SWEDEN, DENMARK, FINLAND AND BALTICS RELEASE 1.0

Mitel Professional Services Catalog for Contact Center JULY 2015 SWEDEN, DENMARK, FINLAND AND BALTICS RELEASE 1.0 Mitel Professional Services Catalog for Contact Center JULY 2015 SWEDEN, DENMARK, FINLAND AND BALTICS RELEASE 1.0 Contents MITEL PROFESSIONAL SERVICES DELIVERY METHODOLOGY... 2 CUSTOMER NEEDS... 2 ENGAGING

More information

Agile Project Management and the Real World. Emily Lynema DLF Fall 2010 November 1, 2010

Agile Project Management and the Real World. Emily Lynema DLF Fall 2010 November 1, 2010 Agile Project Management and the Real World Emily Lynema DLF Fall 2010 November 1, 2010 Outline Why care about project management? Traditional vs. Agile What is Agile? What is Scrum? Agile case study:

More information

Five Best Practices for Data Management Optimizing the Use of Data for Business Intelligence and Big Data

Five Best Practices for Data Management Optimizing the Use of Data for Business Intelligence and Big Data Ventana Research: Five Best Practices for Data Management Five Best Practices for Data Management Optimizing the Use of Data for Business Intelligence and Big Data White Paper Sponsored by 1 Ventana Research

More information

Business Continuity Position Description

Business Continuity Position Description Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary

More information

DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT

DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT Results That Matter Sustained Impact for You, Your Business and the World. What matters most to you? How individuals thrive,

More information

Selling Agile to the CFO: A Guide for Development Teams

Selling Agile to the CFO: A Guide for Development Teams Selling Agile to the CFO: A Guide for Development Teams You ve learned about agile development, or perhaps you have even worked in an agile organization and have now moved to a traditional one. You re

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

Adopting Quality Management for Business Success

Adopting Quality Management for Business Success Adopting Quality Management for Business Success Abstract Many organizations are taking advantage of Quality Management methodologies (such as Six Sigma ) to improve productivity, efficiency, and customer

More information

Agile Beyond The Team 1

Agile Beyond The Team 1 Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver

More information

HR Professional Competency Model: A Road Map for Success

HR Professional Competency Model: A Road Map for Success HR Professional Competency Model: A Road Map for Success Presented by Scott D. Ferrin, SPHR, PMP HR05 11/3/2014 4:15 PM - 5:30 PM The handouts and presentations attached are copyright and trademark protected

More information

Five Core Principles of Successful Business Architecture. STA Group, LLC Revised: May 2013

Five Core Principles of Successful Business Architecture. STA Group, LLC Revised: May 2013 Five Core Principles of Successful Business Architecture STA Group, LLC Revised: May 2013 Executive Summary This whitepaper will provide readers with important principles and insights on business architecture

More information

Traventec. September 2004. Technology Feature. Roadmap for Adoption of Service Oriented Architecture

Traventec. September 2004. Technology Feature. Roadmap for Adoption of Service Oriented Architecture Traventec September 2004 Technology Feature Roadmap for Adoption of Service Oriented Architecture ROADMAP FOR ADOPTION OF SERVICE ORIENTED ARCHITECTURE... 2 1. INTRODUCTION...2 2. GET PEOPLE INVOLVED...2

More information

Get maximum benefit with minimum investment.

Get maximum benefit with minimum investment. V I S A C O M M E R C I A L S O L U T I O N S V I S A P E R F O R M S O U R C E O V E R V I E W Get maximum benefit with minimum investment. You wanted greater spend visibility. Processing agility. Reduced

More information

IT Service Provider and Consumer Support Engineer Position Description

IT Service Provider and Consumer Support Engineer Position Description Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Business Agility SURVIVAL GUIDE

Business Agility SURVIVAL GUIDE Business Agility SURVIVAL GUIDE 1 Every industry is subject to disruption. Only a truly agile business is equipped to respond.* Agile firms grow revenue 37% faster. Agile firms generate 30% higher profits.**

More information

Top Five Ways to Ensure that Your CoE is an Ongoing Success. White Paper

Top Five Ways to Ensure that Your CoE is an Ongoing Success. White Paper Top Five Ways to Ensure that Your CoE is an Ongoing Success White Paper This document contains Confidential, Proprietary and Trade Secret Information ( Confidential Information ) of Informatica Corporation

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

Korn Ferry Leadership Principles. Strengthening your organization's leadership base.

Korn Ferry Leadership Principles. Strengthening your organization's leadership base. Korn Ferry Leadership Principles Strengthening your organization's leadership base. How secure is your leadership base? Moving from being an individual contributor to a first leadership role is one of

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn

More information

The Landscape of Health Information Management

The Landscape of Health Information Management 1 Benchmark Report The Landscape of Health Information Management Benchmarking Trends and Insights for HIM Leadership Sponsored by himagine solutions Brought to you by himagine solutions, inc. and ADVANCE

More information

How to Build an All-Star App & Desktop Virtualization Team. Giving the right skills to the right people

How to Build an All-Star App & Desktop Virtualization Team. Giving the right skills to the right people How to Build an All-Star App & Desktop Virtualization Team Giving the right skills to the right people It s all about the team. You re mobilizing your organization by going from physical desktops to virtual

More information

Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum

Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum ARTICLE Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum by Brent Barton Agile Journal Oct. 6, 2007 Agile processes and practices have gained enough attention that both IT businesses

More information

Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry

Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry By Mike Sarantopoulos, SVP, Insurance Practice, NTT DATA, Inc. and David Liliedahl, VP, Life & Annuity Portfolio,

More information

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on

More information

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information