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Gediminas Milieška. Agile kelionės: nuo transformacijos iki planavimo dideliu mastu
The document discusses insights from an agile transformation journey led by Gediminas Milieška at AB SEB Bank. Key successes include involving management in co-creation, building product-based tribes, and enhancing collaboration between business and IT. Challenges highlighted include the need for continuous adaptation, establishing clear success metrics, and the complexities of building cross-functional teams.
Gediminas Milieška. Agile kelionės: nuo transformacijos iki planavimo dideliu mastu
- 1. Įžvalgos apie Agilepokyčių kelionę: kas pavyko ir kur dar reikės daugiau pastangų Gediminas Milieška, Taupymo ir investavimo srities vadovas Baltijos šalims, AB SEB bankas 2021-03-25
- 2. Things that workedand worth repeating
- 3. 3 #1. Involving managementteams in co-visioning/co-creating future Tribe set-up is essential/not to be ignored.
- 4. 4 #2. Building tribeson product lines/value streams is the right choice to make for Product-based Tribes.
- 5. 5 #3. Separate business& IT agendas will gradually cease to exist as they combined into one common delivery plan by PO & CPO.
- 6. 6 #4. Business &IT Development cooperation did go to another level. And it took much shorter than expected.
- 7. 7 #5. Agile WoWbrought in structure and new topics & themes into teams to discuss, significantly increased transparency.
- 8. 8 #6. Launching onetribe at the time had its benefits. Especially in large multi-country organizations.
- 9. 9 #7. Walk thetalk - i.e. practice Scrum in Leadership teams when doing transformation – sets the example & is very important.
- 10. The challenges discoveredand learnt from
- 11. 11 #1. Finding optimalset-up of a Tribe is continuous process. Expect changes to happen and to have its impact.
- 12. 12 #2. Our transformationhappened on top of everything else with no slack time buffered for it. Aim to avoid that from the start.
- 13. 13 #3. The targetfor measuring success of transformation is important to be clearly established and communicated.
- 14. 14 #4. Building trulycross-functional self-driven delivery teams is more challenging and will take longer than you may believed.
- 15. 15 #5. So asbacklog and sprint planning for combined business and IT teams.
- 16. 16 #6. Addressing dependencieswill take time. More time than planned. And some will stay and will need to be managed.
- 17. 17 #7. Common Agilepractices and tooling needs to be defined in organization to be able to consistently scale agile.
- 18.