The document discusses agile governance and provides examples of traditional governance practices, key challenges, and potential solutions when transitioning to agile. Specifically, it notes that traditional governance is often rigid and sequential while agile governance aims to be lightweight, flexible, and empowering. It then gives examples of how architectural design, project planning, and quality audits could transition from traditional to more agile approaches. Groups are tasked with discussing their roles and perspectives on these examples. The overall message is that agile requires transforming traditional top-down governance to embrace more dynamic and collaborative approaches.
The document discusses an event called Agile Riga Day 2011 about adopting agile practices at organizations. It outlines some common challenges organizations face before and after starting their agile adoption, such as resistance to change, not fully understanding agile principles and rituals, lack of customer involvement, and difficulties implementing technical practices. The document provides recommendations for a successful agile adoption, such as starting iteratively, involving customers, implementing quality practices, and maintaining readiness for continuous change.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Scaling Agile: A Guide for the PerplexedLitheSpeed
This document provides an overview of scaling agile development in an organization. It discusses why organizations scale agile, such as to improve organizational agility. It then outlines a four phase approach to jumpstarting scaling: assess the current state, align initiatives, accelerate progress incrementally, and reflect and progress further. Specific techniques are discussed for each phase, such as establishing agile champions, piloting programs, limiting work in process, growing stable teams, and selecting a scaling framework. The presentation concludes by emphasizing an iterative scaling strategy and finding support to move forward.
The Values and Principles of Agile Software DevelopmentBrad Appleton
The document discusses the values and principles of agile software development. It begins by introducing the presenter and their experience and background. It then outlines the core values of agile development as defined in the Agile Manifesto: individuals and interactions, working software, customer collaboration, and responding to change. The document continues by explaining that principles guide behavior towards upholding these values. It proceeds to define several key agile principles in more detail, including continuous delivery of customer value, welcoming change, and collaborating daily across functions.
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...ITSM Academy, Inc.
Presenter: Lou Hunnebeck, co-author of the ITIL Practitioner Guidance and Principal Advisor, Fruition Partners, a DXC Technology Company
Whether planning, designing and deploying a new service or conducting ongoing continual improvement activities, ITIL has defined 9 principles to use to guide service management initiatives. In our session we will explore the nine principles and share practical examples of how service leaders can leverage them to change behaviors and drive results.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Benefits of Agile Software Development for Senior ManagementDavid Updike
This is a presentation to Senior and Executive Managers which is used to explain how Agile Software Development processes and practices benefit them, their organization and their customers.
Lean Concepts & Agile Software MethodologiesBrad Smith
Presentation introducing the core concepts of Lean in manufacturing and an exploration of the various Agile software engineering approaches which apply these principles to increase the responsiveness of product development.
Download and reference notes for full detail.
The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.
Agile has become one of today's often used methodology in delivering customer experience via enterprise software and services. This presentation gives an overview of why, what and how to leverage enterprise agile practice to deliver superior CX. Though this presentation targets all agile practitioners and enthusiasts, people responsible and driving agile adoption in their organization in different capacities, may find this a useful summary.
by Brad Appleton, March 2004 Chicago Software Process Improvement Network (C-SPIN) -- an earlier version was presented at the Summer 2003 Midwest Software Engineering Conference, held at DePaul University
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
The document summarizes a presentation by Jon R. Stahl on getting executive leadership and organizations to practice agile principles from the top down. It discusses how most agile movements are not sustainable because they fail to change culture and establish a process. It advocates that leadership must live the values of agility, seek to understand their unique culture, and be transparent. It also provides examples of information radiators that can help visualize work, values, projects and assets to establish transparency and shared understanding.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
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In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
Many organizations engage in initiatives to develop elaborate reference architectures, patterns and governance processes in an attempt to optimize their enterprise. They put significant effort into the upfront guidance of development teams, and then find themselves challenged to understand how closely an architecture matches the approved approach after the projects complete. Organizations must take a new approach to this problem!
This is presentation delivered by Timothy J. Rogers to over 80 people at the 2011 itSMF/HDI Fusion Conference in Washington, DC. The presentation and the CSI plan that was made available to session attendees received exceptional reviews.
Services Industry Case Study: A Practical Approach To Process AutomationNathaniel Palmer
This session will present an overview of the automation approach for a large services firm (exceeding $1 billion in revenue) and provide guidance to BPM practitioners that will enable them to more effectively apply the technology. Examined will be how AMTI addressed the need to improve its internal processes in order to
support growth without increasing administrative staff, by using BPM to automate processes to reduce the
administrative burden on staff and improve productivity. Since that successful effort AMTI has continued to use and to refine its application of BPM to support ongoing process improvement initiatives. In his role as Chief Technology Offi cer for Advanced Management Technology, Inc. (AMTI) David Holliday is responsible for ongoing automation efforts and for leading the effort to improve the way in which technology is applied to support the business.
The document discusses establishing key IT governance processes for small and medium businesses. It covers establishing a CIO view of IT governance and frameworks for IT governance like COBIT, ITIL, COSO and CMMI. It discusses how IT governance processes evolve over time through various maturity levels from initial to optimized. It provides examples of workflows for IT governance and case studies of how large retailers have established IT governance processes to improve efficiency, effectiveness and enable transformation.
The document discusses establishing key IT governance processes for small and medium businesses. It covers establishing a CIO view of IT governance and the need for governance. Frameworks for IT governance like COBIT, ITIL, COSO and CMMI are reviewed. The evolution of IT governance processes and how they can become more embedded is examined. Specific IT governance workflows, tools and benefits at different maturity levels are outlined. Case studies of implementing governance at large retailers are also provided.
Managing technical debt requires making prudent decisions about design and quality. It is important to 1) register any new debt, 2) assess existing debt, 3) monetize the debt to establish a debt limit, 4) pay down high-interest debt first, and 5) continuously monitor trends to adapt over time. Transparency is key through registering debt, inspection via monetization, and adapting practices as needed.
Terrance Knecht has extensive experience leading IT organizations across multiple industries. He is currently consulting at ZS Associates working on a project for Amgen. Knecht advocates for using established frameworks like COBIT, ITIL, and PMBOK to bring structure and acceptance to IT processes and projects. These frameworks provide best practices for areas like governance, service management, and project management that can be evaluated for maturity.
This document discusses the importance of IT governance for organizations. It defines IT governance as the processes that ensure effective and efficient use of IT to achieve business goals. The document outlines formal IT governance frameworks like COBIT 5 and ITIL, as well as the importance of informal governance processes like regular stakeholder meetings and transparency. It also discusses challenges like managing shadow IT. The document provides a case study of Toastmasters International and how they implemented COBIT 5 to provide structure for IT project management and auditing.
1) Leaders must understand what specific actions they need to take to improve quality and productivity, rather than just committing to those goals. These responsibilities cannot be delegated.
2) An established mindset can make agile transformation difficult in large organizations. It is easier for startups without established ways of thinking. Rewiring minds to new agile values and principles takes time.
3) Scaling agile requires multiteam collaboration through techniques like LeSS that foster cross-functional teams and self-organization to address issues across integration, transparency, design, and retrospectives.
20200205 DHS Agile Center of Excellence Agile Governance Ariel PartnersCraeg Strong
The document discusses an agile governance framework for large-scale agile projects at a government agency. It covers measuring the right metrics like balanced scorecards; avoiding common failures like using velocity for long-range forecasting; adopting better practices like Kanban for dependency management and Monte Carlo simulations for forecasting; and maintaining a repository of reference data on past projects. The framework provides controls, techniques, and procedures for auditing agile projects in a way that reduces risk for large software development efforts.
Asset Information Management (AIM) Presentation @ ARC's 2011 Industry ForumARC Advisory Group
This document summarizes recent research by ARC Advisory Group on asset information management (AIM). It defines AIM and outlines ARC's research reports on developing an AIM strategy and building an AIM program. The document discusses what asset information includes, challenges in managing it, and how AIM can improve asset lifecycle management processes. It recommends that organizations assess potential AIM benefits, develop an AIM strategy considering goals, people, processes and technology, and identify a portfolio of solutions to meet their specific AIM needs.
Agile 2013: Pat Reed and I discussing Scrum and Compliance Laszlo Szalvay
To become a mainstream methodology, Agile had to overcome many potential obstacles. The first was geography…One of today’s most daunting obstacles is compliance, often bringing heavyweight documentation, required procedures that are very waterfall-ish, complex approval work flows, and complicated approval processes begins Compliance Is A Hurdle, Not A Barrier, To Agile a Forrester Research paper published in July 2011.
This presentation will walk attendees through the problem of why organizations trying to manage a software development life cycle or PMO in a heavily regulated industry are fraught with challenges (e.g. externally mandated documentation levels, limiting the requirements and scope of the Product Owner, morale of employees). The presenters will discuss the fact that many of the external compliance standards (FASB, MAS, FSOC) are vague, and worse yet not written with the software development team in mind. In fact one of the risks is the interpretation of policy or external compliance standard remains on the business or with an executive (through personal / fiduciary guarantees). For example, authors of US Federal legislation (e.g. Dodd Frank Act) do not specifically consider software development when writing laws and are often ignorant to the downstream effects of said legislation for a development team based in Russia or India. When asked for clarifications the FSOC does not know enough about software development to provide clear and concise answers and the amount of documentation in the said legislation can be (a) in the thousands of pages and (b) within living documents.
Global trends in IT
- Process management
- Frameworks with maturity and continual improvements
- Frameworks used in IT for governance, operation and solution
DevOps and ITSM can work together in an enterprise by focusing on principles like improving flow, challenging ceremony, shifting left, making changes smaller and more frequent, automating processes, and embedding controls. While ITIL provides benefits like a service focus and resilience, it can be too sequential, siloed, and plan-centric. DevOps aims to be more adaptive by getting out of the way, treating products not projects, and accelerating delivery through practices like continuous testing and deployment. Both approaches need flexibility to evolve with new ways of working.
Data center insights summit 2015 disruptive force of cloudscrbraun
60 - 70% of the typical IT operations budgets is wasted. The business model is broken. The major broken processes are the procurement process, the asset management process and the lifecycle management process. These must be corrected if companies hope to compete with competitors utilizing a cloud computing model.
RFG does data center optimization studies and offers recommendations on how to transform data centers.
Managing the the Technical Debt lifecycle. In this presentation we explore the evolution of the metaphor, the value it brings to organizations and challenges to successful adoption.
The full audio and video can be viewed at http://blog.acrowire.com/td-webinar.
How Nationwide and Tasktop Achieved Continuous Visibility Across the DevOps L...Tasktop
During this on-demand webinar, Tasktop CEO Dr. Mik Kersten, and Nationwide Technology Director, Carmen DeArdo, overview the conceptual framework that Nationwide and Tasktop created to provide end-to-end “continuous visibility” across the DevOps lifecycle.
Flywell acquired FirstFlight and both companies need to integrate their data and business processes. They will implement an Oracle ERP system over 18 months to integrate the organizations. The project aims to improve customer experience, comply with regulations, and increase operational efficiency through a single, integrated system. PStar Consulting will assist the project team to develop the plan, ensure quality, and achieve the goals on time and on budget.
Similar to Agile Governance Workshop @Agile India 2012 (20)
Sharing 5 Key Practices of Successful Agile Teams, based on my experiences and observations. There are many more but these really help teams move forward, faster!
Key Success (and Failure) modes for Large Scale DevOps TransformationAsheesh Mehdiratta
The document outlines key success and failure modes for large-scale DevOps transformations. The six key success modes are: building ownership, cross-team collaboration, fostering win-win relationships, building shared practices, building a learning culture, and exploiting common tooling. The six key failure modes are: conflicting goals, physical separation, lack of trust, cultural differences, being too busy, and only implementing changes from the bottom-up or top-down.
This document discusses Behavior Driven Development (BDD) using Cucumber. It explains that BDD implements applications by describing their behavior from the perspective of stakeholders. Cucumber is a tool that executes plain-text functional descriptions as automated tests using a language called Gherkin. Gherkin descriptions use Given-When-Then steps. Cucumber supports linking steps to code implementations in various languages like Java. The document provides examples of Gherkin features and step definitions to link them to code.
Robot Framework - Lord of the Rings
Introduction to the Robot Framework for Acceptance Test automation, and hands on examples, highlighting the key features. To catch the demo's, drop me a note at my email id.
This document discusses the past, present and future of agile testing. It begins by outlining different phases of testing in an agile project such as testing 3 months before release, 1 week before release, and 1 week after release. It then discusses whether testers should just find bugs or care more about quality. The rest of the document outlines concepts like sprint reviews, different types of testing like unit, integration and GUI testing. It also shows the traditional vs agile testing pyramids and the agile testing quadrant. The document advocates adopting an agile mindset and practices like continuous integration and delivery to enable faster feedback cycles. It provides examples of tools that can be used for different types of testing and quality practices. Finally
Agile Scrum International Summit, Bangalore 2012 presentation - highlighting the TRACER Bullets available today, for rapid feedback, via Acceptance Tests Driven Development and Test Driven Development. For Demo recordings and source code, you can email me.
The document contrasts the roles and responsibilities of a Product Manager Version 1.0 with a Product Manager Version 2.0. A Product Manager Version 1.0 only worries about exiting sprints, demos, and training while a Product Manager Version 2.0 has additional responsibilities beyond those tasks. The document seeks to find the coordinates or defining characteristics of what a Product Manager Version 2.0 entails.
The document discusses using a balanced scorecard approach for measuring an agile enterprise. It proposes key metrics across four perspectives: business value, user orientation, operational excellence, and future orientation. Examples of metrics provided include major releases per quarter, customer survey response rates, number of features developed per release, and employee engagement scores. The balanced scorecard is presented as a way to measure an agile organization across important areas.
The 7-step process outlines how to successfully implement Agile practices within an organization: 1) Evaluate the existing organization culture, portfolio, and functions; 2) Experiment with Agile through stealth projects; 3) Use simple, open-source tools to start; 4) Engage stakeholders to understand interests and resistance; 5) Announce Agile demands and seek feedback and visibility; 6) Spread awareness of Agile benefits and gain support; 7) Continuously evolve practices such as adopting Lean, XP, and Kanban.
Mastering OnlyFans Clone App Development: Key Strategies for SuccessDavid Wilson
Dive into the critical elements of OnlyFans clone app development, from understanding user needs and designing engaging platforms to implementing robust monetization strategies and ensuring scalability. Discover how RichestSoft can guide you through the development process, offering expert insights and proven strategies to help you succeed in the competitive market of content monetization.
It's your unstructured data: How to get your GenAI app to production (and spe...Zilliz
So you've successfully built a GenAI app POC for your company -- now comes the hard part: bringing it to production. Aparavi addresses the challenges of AI projects while addressing data privacy and PII. Our Service for RAG helps AI developers and data scientists to scale their app to 1000s to millions of users using corporate unstructured data. Aparavi’s AI Data Loader cleans, prepares and then loads only the relevant unstructured data for each AI project/app, enabling you to operationalize the creation of GenAI apps easily and accurately while giving you the time to focus on what you really want to do - building a great AI application with useful and relevant context. All within your environment and never having to share private corporate data with anyone - not even Aparavi.
Redefining Cybersecurity with AI CapabilitiesPriyanka Aash
In this comprehensive overview of Cisco's latest innovations in cybersecurity, the focus is squarely on resilience and adaptation in the face of evolving threats. The discussion covers the imperative of tackling Mal information, the increasing sophistication of insider attacks, and the expanding attack surfaces in a hybrid work environment. Emphasizing a shift towards integrated platforms over fragmented tools, Cisco introduces its Security Cloud, designed to provide end-to-end visibility and robust protection across user interactions, cloud environments, and breaches. AI emerges as a pivotal tool, from enhancing user experiences to predicting and defending against cyber threats. The blog underscores Cisco's commitment to simplifying security stacks while ensuring efficacy and economic feasibility, making a compelling case for their platform approach in safeguarding digital landscapes.
Demystifying Neural Networks And Building Cybersecurity ApplicationsPriyanka Aash
In today's rapidly evolving technological landscape, Artificial Neural Networks (ANNs) have emerged as a cornerstone of artificial intelligence, revolutionizing various fields including cybersecurity. Inspired by the intricacies of the human brain, ANNs have a rich history and a complex structure that enables them to learn and make decisions. This blog aims to unravel the mysteries of neural networks, explore their mathematical foundations, and demonstrate their practical applications, particularly in building robust malware detection systems using Convolutional Neural Networks (CNNs).
Intel Unveils Core Ultra 200V Lunar chip .pdfTech Guru
Intel has made a significant breakthrough in the world of processors with the introduction of its Core Ultra 200V mobile processor series, codenamed Lunar Lake. This innovative processor marks a fundamental shift in the way Intel creates processors, with a high degree of aggregation, including memory-on-package (MoP). The Core Ultra 300 MX series is designed to power thin-and-light devices that are capable of handling the latest AI applications, including Microsoft's Copilot+ experiences.
Keynote : AI & Future Of Offensive SecurityPriyanka Aash
In the presentation, the focus is on the transformative impact of artificial intelligence (AI) in cybersecurity, particularly in the context of malware generation and adversarial attacks. AI promises to revolutionize the field by enabling scalable solutions to historically challenging problems such as continuous threat simulation, autonomous attack path generation, and the creation of sophisticated attack payloads. The discussions underscore how AI-powered tools like AI-based penetration testing can outpace traditional methods, enhancing security posture by efficiently identifying and mitigating vulnerabilities across complex attack surfaces. The use of AI in red teaming further amplifies these capabilities, allowing organizations to validate security controls effectively against diverse adversarial scenarios. These advancements not only streamline testing processes but also bolster defense strategies, ensuring readiness against evolving cyber threats.
Latest Tech Trends Series 2024 By EY IndiaEYIndia1
Stay ahead of the curve with our comprehensive Tech Trends Series! Explore the latest technology trends shaping the world today, from the 2024 Tech Trends report and top emerging technologies to their impact on business technology trends. This series delves into the most significant technological advancements, giving you insights into both established and emerging tech trends that will revolutionize various industries.
Connector Corner: Leveraging Snowflake Integration for Smarter Decision MakingDianaGray10
The power of Snowflake analytics enables CRM systems to improve operational efficiency, while gaining deeper insights into closed/won opportunities.
In this webinar, learn how infusing Snowflake into your CRM can quickly provide analysis for sales wins by region, product, customer segmentation, customer lifecycle—and more!
Using prebuilt connectors, we’ll show how workflows using Snowflake, Salesforce, and Zendesk tickets can significantly impact future sales.
Discovery Series - Zero to Hero - Task Mining Session 1DianaGray10
This session is focused on providing you with an introduction to task mining. We will go over different types of task mining and provide you with a real-world demo on each type of task mining in detail.
BLOCKCHAIN TECHNOLOGY - Advantages and DisadvantagesSAI KAILASH R
Explore the advantages and disadvantages of blockchain technology in this comprehensive SlideShare presentation. Blockchain, the backbone of cryptocurrencies like Bitcoin, is revolutionizing various industries by offering enhanced security, transparency, and efficiency. However, it also comes with challenges such as scalability issues and energy consumption. This presentation provides an in-depth analysis of the key benefits and drawbacks of blockchain, helping you understand its potential impact on the future of technology and business.
7. Original schedule for first delivery in May 2008
History of the delays:
Delay Number 1 – September 2007 3 month delay parts shortage
Delay Number 2 – October 2007 3 month delay supply chain
Delay Number 3 – January 2008 3 month delay lack of progress
Delay Number 4 – April 2008 3 month delay on deliveries
Delay Number 5 – November 2008 3 month delay strike
Delay Number 6 – December 2008 3 month delay supply
Delay Number 7 – June 2009 delay in reinforce part of body
Delay Number 8 – July 2010 delay explosion aircraft’s engines
Delay Number 9 – Maybe November 2010
8. Feb 2012 Storyline : Costly ?
Air India is seeking nearly $1 billion
from Boeing Co to compensate for delays in
aircraft deliveries
Delivery...delayed by more than 3 years
http://articles.economictimes.indiatimes.com/2012-02-09/news/31042030_1_dreamliners-jet-fuel-air-india
9. Governance
exercise of authority; control
http://dictionary.reference.com/browse/governance
10. Governance Landscape…
Enterprise
Governance
IT Governance Product
Development
Governance
Software and System
Delivery Governance
Source: http://ibm.co/rs3DC8
25. Group and Choose your ROLES
• Business Sponsor
• Program Manager
• Domain Architect
• Engineering Manager
• Senior Engineer
You need to govern the changes !
26. Group Exercise #1 – 5 mins
• LIST 3 Governance Practices
– your Organization / your Role
– Write your Sticky Note
• Group Discussion
– Summary Vote
• Group Summary on FLIPCHART
27. Group Exercise #2 – 5 mins
• LIST 3 Key Challenges
– your practices / your role
– Write your Sticky Note
• Group Discussion
– Summary Vote
• Group Summary on FLIPCHART
31. Example: Solution and Adoption
• Quality Audits
• Audits overhead
Agile metrics
CI trails
VERY
EASY
DIFFICULT
32. Group Exercise #3 – 5 mins
• LIST 3 SOLUTIONS
– For your Group [Practice-Challenge]
– Write your Sticky Note
• Group Discussion
– Summary Vote
• Group Summary on FLIPCHART
33. Group Exercise #4 – 5 mins
• RATE your Solution Adoption
(Scale 1 EASY to 10 VERY DIFFICULT )
– Write your Sticky Note
• Group Discussion
– Summary Vote EASY
VERY
DIFFICULT
• Group Summary on FLIPCHART
34. Group Exercise – 10 mins
DESIGN YOUR JOURNEY
<< SITUATION>>
Visualize
Traditional + Agile Governance
practices
35. Agile Governance Framework
BOARD
CEO
Strategic Enterprise Enterprise Audit & Risk Enterprise Standards &
Planning Intelligence Architecture Assessment Transformation Technology
Executive Staff
Information Human
Technology Financial Procurement Resources
Support Services
Value Network
Services
Credits- Building the Agile Enterprise: Fred Cummins