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Transformation Offices Leverage Agile Po

Traditional change management needs to evolve to rely on agile frameworks like Scrum and tools like Power BI and Tableau. A transformation office can coordinate this change globally using a hybrid model. They focus on establishing goals and processes like sprints and roles to enable data-driven decision making through information management and visualization. Challenges include maintaining accountability between sprints and preventing short-term priorities from hindering long-term value.

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Alfred Amihere
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128 views1 page

Transformation Offices Leverage Agile Po

Traditional change management needs to evolve to rely on agile frameworks like Scrum and tools like Power BI and Tableau. A transformation office can coordinate this change globally using a hybrid model. They focus on establishing goals and processes like sprints and roles to enable data-driven decision making through information management and visualization. Challenges include maintaining accountability between sprints and preventing short-term priorities from hindering long-term value.

Uploaded by

Alfred Amihere
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Transformation offices leverage Agile, Power BI and information management

Traditional change management needs to change. Powerful transformation offices must rely on flexible project methodologies, i.e. Agile Scrum and
must enable CxOs to make informed decisions by providing information management and data visualisation capabilities, i.e. Power BI and Tableau

1. Establish what good looks like 2. Global coordination from a central hybrid Transformation office
• Mutually exclusive, collectively exhaustive epics ▸ stories ▸ actions
• Focus on the present/next sprint
• Encourage self-management, brief daily stand-ups and comprehensive sprint
planning, retrospectives and lessons learnt sessions Epic

Story
3. The sprints
Action
• Limit sprint length to control change, complexity and risk, i.e. one week
• Manage sprint and programme backlog
• Define Scrum roles and responsibilities, burn-down rates, velocity charts

Daily Scrum Sprint review, retrospective


stand-ups 15min and lessons learnt sessions
30min+ (reflections, open APAC EMEA LATAM Nordics
discussion, housekeeping)
Consistent durations, i.e. 1wk
6. What good looks like
Sprint planning sessions 30min+ (discuss, debate, disagree on Team/organisational preferences,
tools, priorities, RAID, leveraging Scrum boards, Power BI/Tableau) local tools and enablers,
Agile Scrum sets out the complexities and social practices
underlying values and
4. Focus on levers that generate long term value principles within the Agile
Simple and accurate enabling tools Transactional, constructive and value-driven participation Manifesto and Agile Alliance
(20%) (80%)

• Programme(s), milestones, KPIs • Consistent and trustworthy PMO check-in on regular cadence
• RAID, interfaces and controls • Agile values — commitment, focus, openness, respect, courage
• Scrum board(s) and PoaPs • 121s, Sprint planning, lessons learnt, retrospective sessions

5. Classic challenges: • Experience managing and delivering across


• Managing accountability during/between sprints when not in green, can be challenging multiple industries, teams and cultures
• Emerging matters drive people to cut corners, preventing the creation of long term value • Understanding of numerous Agile flavours, i.e. XP,
• Scrum is not a project priority — it is a change/delivery framework so cannot be discretionary Six Sigma, Lean, Waterflow, DSDM and Kanban

Change is part of BAU. An organisation becomes powerful when it can reshape at any moment in time, to realign and stand against emerging environmental pressures. I admire
businesses who elevate and provide representation for change management and strategic HRM at the CxO level. In doing so, they embed change and agility within their DNA.
Bogdan Ciocoiu

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