Matt Gelbwalks

Traditionally, Agile has been used for software development. There has been lots of talk lately suggesting that Agile has hit the mainstream. The true indication that it has, is not that all software companies are adopting the approach, but rather that companies are adopting the approach outside of their software (or IT) organizations.

Driving forward in this post-financial-meltdown decade, organizations are seeking the same traits from their business initiatives as we have historically desired from their development initiatives. Recently InterGen, a multibillion-dollar global power company, undertook a major initiative to transform the business based on its shareholders' "recommendation." The client found that agile principles created great value across the organization even though it stands within a historically slow-moving industry where plans and initiatives run for decades. The ability to charter, self-organize, and continually review and adapt these plans has started to create a culture of value creation and responsiveness that is helping to redefine strategy and performance in its marketplace.

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Traditionally, Agile has been used for software development. There has been lots of talk lately suggesting that Agile has hit the mainstream. The true indication that it has, is not that all software companies are adopting the approach, but rather that companies are adopting the approach outside of their software (or IT) organizations.

Driving forward in this post-financial-meltdown decade, organizations are seeking the same traits from their business initiatives as we have historically desired from their development initiatives. Recently InterGen, a multibillion-dollar global power company, undertook a major initiative to transform the business based on its shareholders' "recommendation." The client found that agile principles created great value across the organization even though it stands within a historically slow-moving industry where plans and initiatives run for decades. The ability to charter, self-organize, and continually review and adapt these plans has started to create a culture of value creation and responsiveness that is helping to redefine strategy and performance in its marketplace.This session will outline how we are using Scrum and Agile to help organizations like InterGen
* Align around the critical few things that matter
* Identify cause-and-effect relationships that result in desired outcomes
* Choose initiatives that close performance gaps

Additionally, we will talk to the implementation of Agile PMOs in order to manage these initiatives and the use of retrospectives to ensure they continue to both converge on their objectives and provide ongoing value to the organization, using InterGen as a practical case study.