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Sustainable Agile Change

Significant results – from a 35% increase in product delivery to a 50% reduction in defect leakage to faster on-boarding of new businesses.

Closer connection to the customer with better predictability & quality.

Deutsche Bank Logo, Leads to an interview explaining the significant benefits of their Scaled Agile Framework (SAFe) transformation with IJI

Now moving into its third year since introducing the Scaled Agile Framework, the dbPalace team at Deutsche Bank is well beyond the roll-out and introduction phase and results have been significant – from a 35% increase in product delivery to a 50% reduction in defect leakage to faster on-boarding of new businesses – the team has achieved significant results winning multiple industry awards. Listen to the interview.

Learn About Agile Contracts with IJI

As Agile Software Development practices become more and more popular both customers and suppliers are looking to find ways to have more agile contracts. Contracts that reflect and exploit the benefits of an agile way-of-working on both sides of the relationship. This hands-on workshop introduces and applies a number of simple but powerful tools to enable customers and suppliers to establish effective contracts that reflect their level of agility without constraining or compromising that of their partners.

Effective Product Management requires constant interaction with the customers and the developers, and awesome listening, negotiation, synthesis, communication and leadership skills, all of which can easily get lost if our focus is purely on which User Stories to focus on next. In this series of webinars, Ian Spence explores the value of treating Features as first class citizens as part of a hypothesis-driven approach, and how we can then use the analysis of these Features to improve our development value streams

In EM360's Podcast interview, Ian speaks about his experiences of specialising in large-scale agile adoptions. Drawing on his expert knowledge, Ian has worked with hundreds of projects to introduce iterative and agile practices in sectors as diverse as government, telecommunications, finance, and internet start-ups.

Many teams struggle to let go of their waterfall, silo mentality when they first transition to agile ways-of-working. In particular they shy away from collaboratively working on the definition, evolution and implementation of their backlog items insisting on up-front definition of Features and Stories, and clean handovers between the Product Owners and the Development Teams. This is an issue that we see with all the various agile methods but which always seems to get compounded whenever teams try to scale. So what are the worst things you can do to compromise the agility of your program when using Features? In Part 4 of this series, Ian Spence provides some practical tips to avoid waterfalling your features.

Free Agile Resources - Feature State Cards from Essence Agility Pack

Many teams struggle to let go of their waterfall, silo mentality when they first transition to agile ways-of-working. In particular they shy away from collaboratively working on the definition, evolution and implementation of their backlog items insisting on up-front definition of Features and Stories, and clean handovers between the Product Owners and the Development Teams. This is an issue that we see with all the various agile methods but which always seems to get compounded whenever teams try to scale. So what are the worst things you can do to compromise the agility of your program when using Features? In Part 3 of this series, Ian Spence provides guidance on what it means for a Feature to be Ready.

In May 2017, agile leaders from the banking, insurance, telecom, technology and publishing sectors gathered with Ivar Jacobson International (IJI) at the Tower of London to discuss the important role executives, product managers and release trains engineers play in a successful agile transformation programme. With clients from Deutsche Bank, SimCorp and Mastercard participating in the panel discussions, guests heard first-hand what it really means to adopt, resource and carry out these roles in large, often quite traditional, internal software development organisations.

ABC of Essentialization

To be agile as teams, we need to adjust our approach to meet our immediate challenges and needs. To be agile as an organization, we need to learn collectively and evolve our approach over time to support our evolving mission, so that we continue to excel in an ever-changing environment. We would not call a TV set “adaptive” if, in order to adjust the volume, we had to throw it away and replace it with a model with a different volume setting. So why are we prepared to accept process frameworks that leave us in a similar predicament every time we want to improve our product development performance as an organization?

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