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Agile for the Enterprise


MA An Introduction to SAFe: The Scaled Agile Framework NEW
Al Shalloway, Net Objectives
Mon, 11/10/2014 - 8:30am

The Scaled Agile Framework (SAFe) is quickly being adopted by many large organizations that have had some success with agile at the team level but have not been able to scale up to large projects. Al Shalloway describes what SAFe is, discusses when and how to implement it, and provides a few extensions to SAFe. Al begins with a high-level, executive’s guide to SAFe that you can share with your organization’s leaders.

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Concurrent Sessions

AW2 Scaling Git for the Enterprise
Bob Aiello, CM Best Practices Consulting
Wed, 11/12/2014 - 11:30am

Due to its ease of use and distributed repository infrastructure, Git is quickly becoming the version control system of choice for many. Getting started takes only a few minutes, and available online tutorials explain Git basics and more advanced features including branching. As easy as Git is to implement, many developers find Git challenging to scale for large enterprises. Some go to Cloud-based Git service providers; others implement tools such as Stash and gitflow for effective branching patterns and variant management.

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AW6 Transforming How We Deliver Value: Agility at Scale
Amy Silberbauer, IBM
Wed, 11/12/2014 - 1:30pm

Continuous delivery in software development allows us to deliver incrementally, get quick feedback, and react. A key enabler is the adoption of agile techniques and methods; key inhibitors in the enterprise are size, scale, and complexity. The Rational ALM organization is a typical enterprise, and our teams have (mostly) adopted agile principles. But agility at enterprise scale is not the same as team-based agile development. Now we must coordinate work across multiple interdependent teams to deliver value, rather than focusing on developing a single product or application.

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AW9 Agility at Scale: WebSphere’s Agile Transformation
Susan Hanson, IBM Software Group
Wed, 11/12/2014 - 2:45pm

In today's rapidly changing environment, organizations—both large and small—must quickly respond to shifting market requirements to remain competitive. To be successful, many are adopting agile development and continuous delivery methodologies to deliver software quickly, while keeping the quality and maintainability high. Several years ago the WebSphere Application Server development teams embarked on the journey from traditional waterfall development to agile. They are now expanding to use both agile and continuous delivery methodologies across their organization worldwide.

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AW13 A Very Large Enterprise Agile Transformation: Lessons Learned at Salesforce
Mike Register,
Wed, 11/12/2014 - 4:15pm

When the agile consultants leave, how do you ensure that the enterprise agile transformation sticks, evolves, and grows throughout the organization? What challenges will you face? What support must be in place to address the challenges? Like software products, the real cost of an agile transformation occurs after the initial rollout. has sustained an enterprise agile transformation for more than seven years.

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AT5 Is Agile the Prescription for the Public Sector’s IT Woes?
Payson Hall, Catalysis Group, Inc.
Thu, 11/13/2014 - 11:30am

Information technology (IT) projects are notorious for exceeding budget and schedule estimates, and high visibility failures are common. IT projects in the public sector are particularly challenging. State, provincial, and federal governments worldwide have sponsored noteworthy disasters in the past twenty years. As agile methods have evolved, become more mainstream, and demonstrated their value in the private sector in the past decade, they are often cited as a remedy for the public sector’s IT misery.

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AT6 Seven Principles of Cross-Continent, Distributed Development
Igor Gejdos, Roche Diagnostics
Thu, 11/13/2014 - 11:30am

Many teams practice agile development as an integral part of their organization with the benefits of collocation and local decision making. However, it is increasingly more common to develop code across continents, either in distributed organizations or with the help of offshore outsourcing partners. Igor Gejdos explains the essential principles of interfacing with distributed agile development teams and describes the essence of successful communication techniques that bridge cultural and time differences.

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AT7 How to Create a Culture of Trust
Pollyanna Pixton, Accelinnova
Thu, 11/13/2014 - 11:30am

In our personal and business lives, many of us know leaders who successfully foster environments of incredible creativity, innovation, and ideas—while other leaders try but fail. So, how do the top leaders get it right? Going beyond the basics, Pollyanna Pixton explores with you the ways that the best leaders create “safety nets” that allow people to discover and try new possibilities, help people fail early, and correct faster. Removing fear and engendering trust make the team and organization more creative and productive as they spend less energy protecting themselves and the status quo.

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AT11 Assessing Agile Engineering Practices
Rob Myers, Agile Institute
Thu, 11/13/2014 - 1:30pm

Organizations are often reluctant to adopt the more challenging agile engineering practices—first seen together in Extreme Programming and later adopted by the Scrum Alliance as the Scrum Developer Practices. These practices are difficult to implement and sustain, and the benefits are often vague, subtle, and measurable only after months of disciplined effort. For an engineering practice to provide real organizational value, it must effectively address real throughput constraints.

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AT12 Dealing with Auditors: Helping Them Understand Agile
Steve Nunziata, Independent Consultant
Thu, 11/13/2014 - 1:30pm

It is widely understood that agile mitigates project execution risks. However, auditors and regulators unfamiliar with the agile process often reject it as non-compliant. In regulated industries, organizations seeking to adopt agile are often challenged to provide evidence that prescribed processes are being followed and can be evaluated to ensure adherence. This issue is compounded when auditors expect a more traditional, artifact-driven process, which, in an agile environment, does not necessarily mitigate the risks for which they were designed.

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AT13 Executives’ Influence on Agile: The Good, the Bad, and the Ugly
Steve Davi, Synacor
Thu, 11/13/2014 - 3:00pm

The evidence is in—and it's compelling. Well-executed agile practices can shorten software project schedules by 30 percent while cutting defects by 75 percent. However, many organizations struggle with agile adoption. And some of these struggles can be attributed to the executive leadership. In many cases, the "lead, follow, or get out of the way" attitude causes executives to try to lead when they should be following or getting out of the way.

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AT14 Breakthrough Portfolio Performance: Managing a Mix of Agile and Non-Agile Projects
Michael Hannan, Fortezza Consulting
Thu, 11/13/2014 - 3:00pm

Agile has delivered impressive performance improvements at the project level, and some attempts to scale agile’s success to the IT project portfolio have also demonstrated good results. However, agile is not for all IT projects nor all project teams. Sometimes other approaches may be more appropriate. Can disparate approaches co-exist harmoniously in the same project portfolio? Can portfolio managers apply a flexible, “best-tool-for-the-job” approach, while simultaneously driving portfolio-wide adoption of disciplined, hyperproductive techniques?

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AT15 Aligning Teams, Architecture, and Governance
Dennis Stevens, LeadingAgile, LLC
Thu, 11/13/2014 - 3:00pm

Many enterprises are trying to create a more predictable flow, achieve ROI faster, improve quality, and be more responsive to the market. To this end, they attempt to transform to team-based agile, and then leverage scaled agile models to govern how requirements are defined, decomposed, coordinated, and tested. However, many of these efforts prove ineffective, and organizations fail to realize hoped for business benefits. In complex organizations, interdependencies between team design, architectural design, and governance contribute to this problem.

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K3 The Future of Agile: Dilution, Calcification, or Evolution?
Jeff "Cheezy" Morgan, LeanDog
Thu, 11/13/2014 - 8:30am

The agile revolution began more than a dozen years ago. It was started by a small band of rebels who had radical ideas, shared a common vision, and wanted to change the world by challenging the status quo. Where is that agile revolution today? Has it continued the vision of its founders? Has it stayed true to its original values and principles as set forth in its manifesto or has it been watered down to make it more palatable to the masses? Cheezy Morgan ponders the answers to these and related questions.

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