Mind Byte | PMO by TecMan Academy - Dailymotion

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Transcript

00:00:00hi guys this is our another session and basically welcome to the mind bite presented by techman

00:00:30this is our first session of mind bite on pmo governance series our strategic partners are

00:00:40architect solution uh ogmc node cipher and delta one so this is basically a series so we will be

00:00:49having the upcoming sessions on other topics for the governance pmo governance that will be

00:00:55mostly covering about how to build high impact project management offices uh how to apply the

00:01:03psychometric planning how we can focus on the growth of the organization so every letter of the growth

00:01:11word is basically showing something and we have some other session in october november regarding the

00:01:18private life of management and breed better management and we will look into the inside

00:01:25familiar management so these are the basically management topics we will be covering in this

00:01:31series and on the top of that from the january 2026 we will be starting on resource performance

00:01:38measurement and we will talk more about the pmo frameworks we will talk about the pmo life cycle

00:01:45and processes and how we can use pmo for implementation and resource planning so today's session is

00:01:53basically regarding uh agile organizational transformation so i'm not the single speaker here

00:02:03uh with me is uh zishan uh ali uh he will be the co speaker here on this session so um can we move to the uh

00:02:16presentation zishan i hope you guys can see yes i can see and hope the viewers can also see and uh

00:02:26uh yes please carry on thank you sakib and uh hello hi everyone and uh i think sakib gave a good

00:02:34introduction of about our upcoming sessions and uh overview of this session as well so basically uh we

00:02:42will be starting with the agile organizational transformation uh it's a very important topic as far as

00:02:49our you can say experience is concerned over the last 20 25 years but we have learned so i think it's a

00:02:58good platform to share this information with you uh as sakib mentioned uh we have a few uh partners who

00:03:07are who have contributed a lot for us to bring this session to you like uh apart from techmen we have

00:03:16a lot to take uh obviously company and then centric and ogmc the main contributors for this session

00:03:25uh before we start just an uh just a brief uh introduction of myself uh my name is isha valley

00:03:32and uh i'm working as a vice president of m1 transformation and i have like 24 years of

00:03:40experience more than 24 years of experience and i have completed like over 150 projects during

00:03:45my career and as far as trainings are concerned i have conducted over under training sessions and

00:03:54i have sent five books which are available on major uh bookstores i have certifications different

00:04:05certifications like pmp acp and scrum and other than that a couple of technical ones like ocp and

00:04:14uh csa for service services and my expertise are basically pmo grc governments risk management and

00:04:24obviously service so i for introduction of sakib i think i'll hand on to sakib yeah thank you thank you

00:04:33jishan so not very different other than the name so as you know my name is sakib javed john and i'm also

00:04:43vice president in other tech solutions for global operations and resource skill enhancement rsc so

00:04:51uh very similar profile we have also uh 25 plus years experience working on different uh sectors in

00:04:59public and private sector and also uh you know across the different countries so again i have a good

00:05:06good number of projects as well uh 100 plus trainings we have already delivered certifications yes

00:05:14these are the milestones i have achieved i have done pmp project management professional

00:05:21um agile certified practitioner also an itil this which is you all it know it guys knows well it's it

00:05:29infrastructure infrastructure library uh certification i have done with the csa service now it's a

00:05:35certified system administrator service now administrator and also sun certified java programmer and

00:05:42sun certified web component developer so we are the co-authors i mean like all the books which

00:05:50mentioned by zishan are basically the co-authored so we have a similar number of books

00:05:55projects which are available on amazon and other different channels so this is basically a very

00:06:02quick introduction so we're not going into much details which projects we have worked and

00:06:08what activities we have performed there so i think so it's a so far so it's enough introduction for this

00:06:16session okay coming um to the actual uh the topic of the day so uh i hope you will be having a very

00:06:29good presentation here uh along with the you know the experience we will be sharing so all the

00:06:36organizations and even the small medium large scale even individuals they are they all are actually

00:06:45facing very you know uh different kind of they are facing different kind of challenges and that is

00:06:51basically a kind of you can say harsh reality so that's why i'm saying that's ready for let's try to

00:06:59see that what harsh early we are talking about what kind of challenges we are talking about

00:07:05so if we move to the next slide next slide is basically presenting the same thought that if you will

00:07:11you know fire up one uh stick here that will fire up definitely consequently consequently to the other

00:07:19uh you know sticks here so uh in next uh 15 to 20 minutes we will be talking about what kind of

00:07:29challenges actually the organizations mostly face so i will be going into more detail about the each

00:07:37challenge first so we let's build the ground first that what kind of challenges we are talking about

00:07:43and how then we can understand that how agile can help us to you know mitigate or to resolve the problem

00:07:52so as you can see in the picture like uh it's quite tough i think so it's uh it's a very calculated uh

00:08:01you know positioning of the stones which is basically uh to make this balance as seen in the screen

00:08:09so balancing the quality and balancing the growth or balance you can say balancing between the quality

00:08:16and growth is basically a challenge at the moment for everyone not for organizations but i think for the

00:08:24individuals as well so the point here is which i want to elaborate uh in this first challenge that you

00:08:34know every organizations need the balance between four things actually between the people between the

00:08:41processes between their priorities between the capabilities so these are the main four areas which

00:08:50they want to you know make the balance because um you know uh in terms of people skills development is a

00:08:59very big challenge in terms of processes the validation is the biggest challenge in terms of prioritization

00:09:07is like uh you know prioritization is good but that is needed on all levels of the organization so

00:09:15that's a challenging part and um definitely at the same time advancing in the technical capabilities

00:09:24and expertise is uh you know equally uh challenging matter at the moment so so organizations are basically

00:09:32struggling and facing challenge in between these four major areas um and you know

00:09:40uh challenges to find the common ground between the perfection and the growth so if i summarize the whole

00:09:50slide that is the basic line that the organizations are looking uh for some common ground between the

00:09:57perfection and growth uh moving forward to the next challenge uh that is basically another very uh prominent

00:10:09challenge challenge everyone is facing all organizations facing that is to focus on the workflow how to focus on the

00:10:16workflow how to focus on the workflow how to focus on communication how to focus on you know the processes

00:10:20management or process management companies mostly struggle due to the lack of consistency or you can say the

00:10:30sometimes they struggle because of the over complexity in the workflows which ultimately becomes the reason of

00:10:37uh overall inconsistent communication and uh sometime uneven uneven processes sometime unreliable tracking as well or monitoring as well so

00:10:50focusing on the workflow is the challenge is another common challenge of uh uh all kind of organizations small medium and large scale

00:11:00and if i move to the next challenge next challenge is about uh uh the strategic relationship with the customers which is the uh you can say uh one of the top challenge

00:11:12right uh no matter the company is small big what size if you even uh even at the individual level your relation with the customer your relation with the

00:11:24let's say let's say if you are a single owner so then even uh not running a big company but

00:11:31relationship with the customer does matter you know building strong relationship and bridging the gap

00:11:38with the customer has direct very direct impact on market share and the business continuity

00:11:46so strategic relationship are always long term uh it should be very long term and but it's a harsh fact that the short term

00:11:58gains you know uh are not easy to get so uh this is one of the biggest challenge which we will talking about

00:12:08next challenge is about uh organizational structure to be flexible and well networked

00:12:16uh this is basically right you know the right structuring of the organization is another

00:12:23challenge like uh even organizations uh with the 10 years with the 20 years they keep thinking

00:12:31whether we are having the right structure or not or let's restructure reorganize let's develop new

00:12:37project organizations or product organizations so they always it can be always a challenging part

00:12:45because uh you know an organization structure is a system it is a guidance it is an outline

00:12:52which defines rules rules responsibilities and flow of information so everything is depending upon the

00:13:01hierarchy which you are designing or we are designing uh within the organizations we we

00:13:06uh myself is sean we worked with some organizations uh with some same organizations as well so we experience

00:13:15that many organizations remain confused about their structure whether they should be let's say more if

00:13:22i i will use the terminologies so they will be you know confusing uh that they should be traditional or they should be

00:13:31agile or they should work as a functional organizational or organization or they should work as a you know divisional

00:13:40organization they always keep thinking whether centralized uh structure is better or decentralized structure is better

00:13:48so this is another challenge uh at the moment the companies are facing so the next one is uh the next challenge is basically to adapt a process

00:14:00adopt a process and try to fit the fit in the things this is uh you know it's about the right mindset or you know uh bad mindset or

00:14:13you can say uh why i'm saying this because uh it's a very common challenge uh especially in the newly

00:14:22established organizations uh sometimes they first first they adapt a process and then they try to fit things

00:14:33accordingly like a puzzle piece trying to fit in the things after selecting the framework after selecting the

00:14:42technique after selecting the tool however in fact realistically they should draw and customize the

00:14:52process according to their own specific business needs and then select the tool technique technology

00:15:01or process even so the the point is the challenge is that the companies the biggest mistake they're doing is

00:15:08they first select the framework they first select the framework and then they set the people in

00:15:13they first select the tool and then they try to you know uh make the people according to that tool or

00:15:20technique so better first identify the need and then uh it should be vice versa um i think so uh the next one

00:15:30will be the last challenge which i will be i would like to highlight here in this session and that is

00:15:36uh most of the companies they don't know when to embrace the change so knowing this fact is basically is not

00:15:46default quality or default you know capability of every organization this is basically these things

00:15:53definitely comes with experience when you should change uh what you are doing at the moment

00:15:58because you know uh change can be a lot harder and so normally company thinks the top management thinks why to

00:16:11change and then the question comes how to change and then even more harder question comes actually when to

00:16:20change and this is the biggest challenge uh which usually organizations face we normally suggest

00:16:27organizations to switch off their inner know-it-all policy and get expert opinion and news and get the new

00:16:36trends and get the new techniques of working so you if you don't know you can uh you know hire someone or you

00:16:43can uh consult with someone with some industrial experts that how how and when you can who you should

00:16:51embrace the change so these all are which i talked about uh like the last 10 15 minutes that the

00:17:00challenges we have is basically balancing the quality and growth between the growth and focus on the

00:17:05workflow i said the strategic relationship with the customer is a challenge organized structure to be

00:17:11flexible and well networked it is a challenge adapt the process and try to fit in the things another

00:17:17challenge and the most important is the companies are not aware that when to change when to embrace change

00:17:25actually so uh let's move forward and see uh when they are not dealing rightly with the challenges they

00:17:36are actually converting into the problems so challenge is a known fact but if you avoid or if you close

00:17:44if you close your eyes and if you ignore that that challenge will be becoming a problem to you right

00:17:52so um so you know as i said inappropriate dealing with the organization level challenges finally finally

00:18:03convert into the problems and in result as quite obvious here on this slide you can see

00:18:11all four mentioned problems are deeply deeply interlinked any one of them has an obvious tendency

00:18:20to become the root cause of the other three problems like poor workflow can trigger the lack of

00:18:29information they can trigger the way guidance and the same way the lack of information can trigger

00:18:36poor workflow with guidance and you know inappropriate decisions or you know when decision is done by so

00:18:44many people uh when no one taking accountability no one is taking the ownership of that in the same case

00:18:50the way guidance can trigger poor workflow and lack of information and vice versa so each one of these

00:18:58problems can trigger the other three problems so then again i reiterate that if we are not dealing with the

00:19:08challenges appropriately they will be converting into problems that we as we can see on the slide so next

00:19:14one is basically uh solutions uh what are the solutions of the problems which we mentioned on the last screen

00:19:23uh ideally yeah the strategic leadership of the organization you know should be always open to accept the

00:19:33needful change it so this kind of flexibility this kind of adaptability is actually start from the leader

00:19:41leader's side leadership side so i think what we suggest so keep evaluating and keep validating the processes

00:19:52to make a right quality mix of the planning and monitoring and control and maximize the automation in

00:20:01business and manage and you know manage workflows or better workflows so as we discussed in the previous

00:20:09slide problems now we are talking about the solutions and even i you can say it also having the triggering

00:20:15effect with each other if you're open to change then only you can make a right mix if you are having a good

00:20:23strategic relationship then only you can talk about and you think about the innovation and you think about

00:20:29making the business processes more automated so either it's a problem or it's a solution

00:20:37you know these always having the trigger triggering effect on each other's

00:20:41so moving forward uh into the action side like we talk about the problem we talk about dissolution now

00:20:49what kind of actions we need to take to get the things done or get the things closer to the you know

00:20:56objectives so in terms of actions as you can see now we reach the point where we need to see actions

00:21:04which can minimize the problems uh by implementing the solutions which we discussed on the very last

00:21:11slide once again this slide is very very consciously designed to present the interlinking of you know

00:21:19actions where one action has an ultimate and pass on positive effect on the other actions that's for

00:21:28example you can see on the screen that converting control into commitment is a perfect example of

00:21:35change in work culture and embracing the feedback is the sign of systematic thinking so these all are

00:21:44having the pass-on effect on each other right so if your culture has become a change acceptable culture

00:21:54then definitely you will be uh getting more feedback you will be entertaining more feedback you will be uh

00:22:03more customer centric i mean your product or your project or your whatever your service is that is more

00:22:11customer uh feedback oriented so you're closer to what actually the customer needs from your side

00:22:18and definitely system systematic thinking also helps to think about uh the different alternatives of the

00:22:26same problem uh how to solve so there's no one way to solve the things in a right way there are multiple so

00:22:35uh creative thinking or systematic thinking always helps to you know and uh talk about different kind of

00:22:42uh solutions and then you select which one is the right one um again with the to the team efforts uh these

00:22:52are basically uh we know we are used to the we covered the two stages of this session one is when we're

00:22:58talking about the challenges the second one where we discussed about the problem solutions and actions

00:23:05now we are moving into the why agile organizational transformation so this is this is basically the

00:23:15question why so uh on the next slide we will see the question why agile why organizational and why

00:23:25transformation so uh you know if i respond why agile why agile is basically uh you can say in short uh

00:23:39let me tell you agile is basically a mindset it's not a technique it's a mindset it's culture

00:23:46and wow i mean a way of work and a collection of various methodologies

00:23:51uh and techniques which are basically based on more which are basically more realistic you can say

00:23:59more flexible more practical more collaborative and agile is always helpful and equally effective for

00:24:07the teams for the individuals for the companies and on on at all levels it has most natural mechanism to

00:24:17achieve and maintain the customer satisfaction and this is the reason we are saying that we should use

00:24:25agile for the transformation purpose and the next one we will be talking about that why organizational so

00:24:34uh why organizational is basically uh that is related to an like again approach because organization

00:24:45approach has the trickle down leadership effect on you know departments and even individuals uh

00:24:53to reshape the overall workflow of the organization to reinvent the business environment to restructure

00:25:01and to make it more sustainable more usable you know so this is basically when we when we when we think

00:25:11we should think not on the individual level we should think on organizational level so

00:25:19yes if you if you want to reshape you need to reshape organization first if you want to make the

00:25:25processes better you need to make the organization processes better first rather than focusing on

00:25:31individuals we need to more focus on the high level because they have the more trickle down effect rather than

00:25:39the working on individuals so you know uh that's why i said uh if you change the mindset of the leadership

00:25:48then definitely it will have the good impact on the rest of the company and the rest of the

00:25:55people working with that leadership so things this is basically top to down um so because if it's a top to down

00:26:03that it means we are talking about we should focus on the organizations first and then uh focus on the

00:26:10individuals later and their processes so the next is why why transformation i mean like we talk about why

00:26:19agile we talk about why organizational i know it's time to talk about why transformation why it's needed

00:26:26uh it is needed uh it is needed because uh it is important and it is a convergence of organization

00:26:36objectives into you know accurate productivity through the effective utilization of resources

00:26:44so transformation always gives you uh better utilization more optimized utilization more focused uh you know

00:26:53no prioritization so that is why it's not about uh organization only it's about all individuals as well the

00:27:03transformation is mandatory it's about rethinking to generate new value uh it is about you can say

00:27:13unlocking the new opportunities and at the same time it's about uh drive and deliver the new efficiencies

00:27:22so if you are not transforming no efficiencies no new delivery no new opportunity you're unlocking nothing

00:27:30so transformation is mandatory and i think as i said uh another thing which is important we should apply

00:27:40this transformation on organization first and if we are applying the transformation on the organization

00:27:47then agile is one of the uh better method uh to do this process um how and how the details are involved into

00:28:00applying this agile method into the transformation process of organization i will be handing over this part to the

00:28:09the expert zishan so he will be uh showing us through his experience at how you know how agile is good for

00:28:20transformation in at organizational level over to you zishan thank you

00:28:27thank you sakib thank you thank you for elaborating quite uh in-depth analysis of

00:28:34uh the problems organizations having uh in especially implementing in uh agile itself uh this session

00:28:45actually is based on an overview of uh framework uh which we have designed to kind of cater those

00:28:54challenges right uh a detailed session a one-day session on all uh that framework uh is available

00:29:02which you can subscribe obviously it's a paid session wonderful session you can always subscribe it by

00:29:09visiting techman website or ogmc website or rt tech website any of those websites right so i will just

00:29:17go through the overview of that framework that how we suggest that organizations can adopt uh transforming in

00:29:28can transform into an agile organization right so the framework uh basically works around three pillars

00:29:38right uh first one is the architecture itself right the approach the architecture which we

00:29:44which an organization can use to uh be agile at the organizational level right and once those are

00:29:54in place the architect in architecture is in place then obviously the next come is the directions and the accountability

00:30:03right obviously uh the duties the uh responsibilities and obviously the account accountability process

00:30:14to uh monitor those things and then at the end the third one is the wrists and uh involved and the

00:30:22governance stream which obviously is there to uh you can say guide through the uh application of the

00:30:30architecture right so uh we will uh go through these uh each pillar one by one and uh they have all you

00:30:41can say divided into five different subsets or you can say activities or modules whatever you can call it

00:30:51so starting off with the first one that is a transformer transformational approach and architecture

00:30:58right so uh it is important to uh you can say select the right approach for

00:31:06uh organization right it should be based on the culture the norms and the uh targets the company has in

00:31:20order to achieve uh where they want to be for example uh as uh sakit mentioned um it's very common for

00:31:27companies to adopt a adopted approach and then try to fit things in which is not the right way to go about

00:31:36it right because the thing is that uh uh we in our career as well we see that the organization they

00:31:45really like the agile you get because it's kind of catchy or you can say it's uh it's the future but still

00:31:54every organization cannot be agile right because the reason is there are few parameters or few prerequisites

00:32:02which has to be uh fulfilled in order to achieve that goal so for organizations though those are looking to

00:32:11go agile so uh they can think on these lines and see that how they can adapt to that

00:32:18uh the good thing about agile is obviously as sakit also mentioned that it is very flexible right

00:32:26so uh there are lots of models there agile models there there are a lot of techniques there

00:32:33which can be further modified according to your organization it is not necessary that you imply those

00:32:40uh all those things as as it is for example the stand-up meeting it has a different kind of variation

00:32:49generally it's a 15-minute meeting but still there are organizations even myself we have used it in

00:32:54different manners as well to meet the goals and all those things right and so if you talk about agile

00:33:03transformation approach our framework uh it should have an emergent architecture as i said that us going

00:33:14going agile with a static frame of mind won't really work it's like kind of an elaborative once you

00:33:24apply something over the time you learn right and in different iterations

00:33:32you see that which are things which are important to the organization to the people to the customer and

00:33:39all those uh involved in the organization right so that's how the strategy is formed and how

00:33:46how the architecture is formed right it should be adopt adaptive right uh it should be integrated in a

00:33:55manner that it uh you can say encompasses all the stakeholders right uh again it shouldn't be a fixed

00:34:03mindset it should be a dynamic perspective everybody should have a say in it and it should be like that

00:34:09uh uh it should be a enterprise at enterprise level it should you can say that uh not just for a department

00:34:18level uh or not not for some exceptions it should be for all all all over the organization

00:34:25uh obviously it uh transform the way people work right uh there is one concept in agile that the people

00:34:38should should be journalist not specialist the reason um that means that they should be able to do uh

00:34:47there's you can say skill set uh not necessarily uh all the time but the thing is that it avoids

00:34:56bottlenecks uh whenever you implement something obviously there might be possibility that you're

00:35:02uh short on resources or you can say uh financially you are challenged so those people who are able to

00:35:11work cross functional and cross department obviously they should be they are more effective and those are

00:35:19like they help in reducing waste and that's the concept of obviously that lean concept is there

00:35:27that we should be able to reduce waste right and obviously that comes once we are focused on a

00:35:34particular goal at the organization level so then all the waste is removed right and it should be built

00:35:41as a culture not just as you can say as something which is forced to any organization right and then

00:35:49comes adaptive planning approaches right and it's as i said earlier we you have to change right and it

00:35:56has to be adopted um not necessarily based on requirements but also uh you learn from your

00:36:03competition as well but there are a few legal implementations which you have to cater right and

00:36:13to which to cater which you have to make some changes to your organizations right and obviously uh the

00:36:20people you are working for and people you are working with like your customers and your teams you have to

00:36:26take care of both of both of them take care of both of them why because these are the people who

00:36:32who will be the part of the core part of the core essence of agile in an organizational level

00:36:41and uh as i said earlier everything uh

00:36:47once you remove waste uh you should be focused more on uh

00:36:53uh productivity usability usability scalability all those things right that the solution you have

00:37:01implemented or the culture you are building in your organization it should be scaled to

00:37:09any n number of resources right or a number of uh sub organizations and working under this umbrella and

00:37:17uh it is acceptable by the customer as well other stakeholders like the team they should be able to

00:37:25accept that as well right and uh usability it's an important point because usability uh obviously uh if

00:37:36you it's whatever you are implementing if it's not you reusable then you're um producing a lot of waste

00:37:44and that's what we discussed earlier that it shouldn't be there right uh doing agile versus being agile that's

00:37:51again something is that that we always discuss is that being agile is different from uh uh doing agile

00:38:02the reason is the agile should be implemented at the very top level the uh senior most level it comes from top

00:38:08not top to bottom not from bottom to top right so the people's sitting at the top they should be uh

00:38:16working with uh they should have the better understanding of that agile uh implementations and

00:38:24they should understand the value it brings and obviously they should have a you can say long-term view

00:38:30so that they can uh you can say whenever there are any problems in during the implementation or there

00:38:40are challenges uh obviously they shouldn't be just pushing for rollbacks obviously they should be able

00:38:47to understand that they should be able to see the whole or you can say that future or future

00:38:52implementations so their commitment is something which is very important the high level commitment

00:38:59high level senior management is the most important thing which is a part of this so basically if i

00:39:07summarize this whole approach and architecture uh it is based uh you can say it comes from the top

00:39:15right and it should be based on the people people working in teams and the customer right and the ground

00:39:24realities around the organization it shouldn't be just picked first and then try to enforce people to

00:39:33work in that way it should be more like the way people are working and how the organization want them to work

00:39:39right moving on to the second pillar uh agile risk and governance stream obviously uh when whenever we

00:39:48implement something it has its challenges it has its risk and it has its go it requires governance to go

00:39:56over uh overcome those risks as well uh mapping the value stream it is important that the right culture

00:40:06the right mindset is implemented right uh as i said it takes time uh excuse me when the uh a child is

00:40:18implemented in an organization obviously the teams are not work used to working in that uh model or in

00:40:25following those practices they face a lot of challenges right there are so many gray areas in their mind

00:40:33obviously they need the better understanding uh for the right you can say value stream so that they

00:40:42are able to make the right decision at the right time right and uh obviously um there are there are

00:40:52always exceptions whenever you implement something but uh a process is agile or you can say flexible or

00:40:59effective which can you can say cater for those exceptions and it can then gradually uh absorb that exception in

00:41:09itself again uh it should be a real world application right the reason why we are saying that i think

00:41:19it could be it okay just give me one minute

00:41:29sorry sorry about that okay uh the clarity of purpose should be there right and uh

00:41:40the uh application of agile is more effective when it's uh not just you can say transparent but also it

00:41:48it uh everybody is able to understand the core essence of this implementation right and obviously

00:41:57as i mentioned earlier that they should be able to understand the uh value of each thing and the

00:42:03information they understand where the information is coming from which is going and they are able to

00:42:09then logically uh prioritize the requirements of the things right agile environment again this is something

00:42:18which is very important which is very important which has to be built in it's a very big risk if

00:42:23if an organization decided to implement uh agile and it doesn't you can say train it people its

00:42:33teams or the don't build the culture then it won't won't work right

00:42:39uh as i said journalists are preferred in hr right those cross-functional empowerment obviously the people

00:42:49can work with each other and talk to each other and balanced improvement right gradually they're improving

00:42:56their learning how they learn from each other right and uh another good thing about agile is that it has a fast

00:43:06feedback not just from the teams but also from the customer itself right so the working and the changes

00:43:14are more based on ground realities more better understanding among the stakeholders

00:43:23agile risk management obviously it can be done through you can say a lot of

00:43:28uh processes lots of practices right uh but there is one thing that we need to understand that uh

00:43:40agility is not something which is you can say uh doesn't have any boundaries it's not like that

00:43:46obviously it has some boundaries right and uh as i mentioned earlier every uh team might differ in

00:43:56uh few practices but overall the you can say the concepts the principles should be remain the same

00:44:04right and again uh one company if might be very successful in in using certain uh framework agile

00:44:14framework but not necessarily that is effective for the other companies as well or you can say that it

00:44:21can be sent for the department as well right so it has to be you can say tweaked for every

00:44:27department for every company and it it should be non-stop process right and uh it shouldn't be static

00:44:35right it should like it shouldn't it be one way right and uh obviously risk responses monitoring and

00:44:44control it's common thing which uh in project management it's common okay uh obviously everybody

00:44:54needs helps right and uh the governance is always required at every level right maybe it could be

00:45:03at the top level understanding which framework to use then implementing it and then uh working with

00:45:11the teams and so on so basically it should be uh uh again it should be someone who has you can say

00:45:21uh neutral to the uh all the stakeholders right so it's always a good idea to hire an external consultant

00:45:29to for the governance part right because uh uh it helps the organization to uh you can say visualize

00:45:39their future roadmap and similarly uh enable the customer and the organization work to work together to sort

00:45:48of where they want to be right and how they want to achieve that goal so that that is part of the

00:45:53strategy right like if you're going to agile so that how those two entities will going to be work right

00:46:00and obviously uh training uh regular audits and obviously internal audits and external audits that's

00:46:12part of the governance which is required at every level so to summarize this agile there are lots of

00:46:19risks it should be agile should be you can say based on ground realities right it should be uh gradually

00:46:27embedded in the teams the teams should be able to learn and adopt agile and it should be a built-in culture

00:46:34over for the organization uh the third and last pillar agile directions and accountability

00:46:44obviously with the all the uh direction you you have to be clear about in agile you have to be clear

00:46:52about the roles and the responsibilities right and for the controls obviously agile has quite

00:47:00well-defined events and artifacts there are a few ceremonies which are well-known ceremonies

00:47:08agile ceremonies which are used sprint planning retrospective and daily stand-up one of the most

00:47:15popular one so those are used obviously to uh control the uh direction of the implementation reporting backlog

00:47:25ceremonies all those things right and uh again uh i know that uh general perception about agile is that

00:47:36the change can occur at any time but it's it's not just like that actually it still has some

00:47:42you can say boundaries some process some rules right you cannot just uh change the sprint you can scope of

00:47:50the sprint itself uh obviously if there is some changes it has to come in the next spring and the

00:47:57team should be working from sprint to sprint and focus from one sprint in the second right as i mentioned

00:48:05uh setting clear roles and directions it is important to build a discipline right and everybody should be

00:48:12able to understand its responsibilities obviously uh you can always work trans-functional and help others

00:48:22but you should able to understand what is actually your responsibility okay and the role of agile leadership

00:48:31is very important in this regard right uh they should uh work with the teams to uh make them understand

00:48:39what kind of uh you can say uh for their roadmap and their understanding and building a culture and then

00:48:47gradually uh again it comes from the top level as well the top management also has to adopt that uh mindset

00:48:55as as well and uh stop drop drive deliver safe to fail this is a technique actually basically uh that uh be

00:49:03innovative try things in a manner that uh if you fail so that there is no harm done you are always safe

00:49:13so basically this approach helps the teams to be more innovative because that is when the real

00:49:21effectiveness of agile organization comes up and that is where the teams are more effective

00:49:27uh than the normal teams right organizational agility and governance obviously at team level at middle level

00:49:38and top level there has to be uh processes different processes that uh you can say keeps the checks on the

00:49:50implementation of uh implementation of agile uh on being in agility on being agile and uh as a upscaling creative

00:50:00talent pipeline again you have to make your resources innovative you have to give them space to you can say

00:50:08experiment to take risks build something which is you can say extraordinary and obviously train them

00:50:16uh so this will obviously uh helps in uh the organizations to grow tools and techniques obviously there are many

00:50:28best practices their technical excellence uh how to overcome spikes and all those things there are charts

00:50:35they are refactoring uh their retrace traceability again you have to um review whatever you have built or you

00:50:45have you have you are doing keep you can say improving yourself as a team as an organization keep reviewing

00:50:52how you can you can say make the improvements

00:50:58accountability obviously uh without accountability uh one the roles and all those things and all

00:51:06are not effective so you should have some kind of roi which is well defined clear to end uh as i mentioned

00:51:13earlier you can have internal audits you can have external orders just to understand which areas you

00:51:19are lacking behind or your team is lacking behind or if the organization is lacking behind so it should be

00:51:25uh and set targets accordingly that for example uh to achieve a certain level of security we will

00:51:34complete these certifications at organization level and for that we have to prepare like five to six people

00:51:41for that and so on obviously uh that that's focused on building business value uh customer feedback is

00:51:50important in developing dirt and again criticism questioning and relearning these are part of all those part

00:51:59of uh agile accountability structure right so basically uh to summarize this uh uh artifacts

00:52:08and directions and directions are important in setting directions and keeping a control and

00:52:16well-defined roles best practices are important and obviously there should be a mechanism to keep a check

00:52:26so good luck with the transaction for all those organizations who are looking who are thinking about

00:52:32uh going agile again again the thing is that it has to come from the top and uh once you can say

00:52:43you have decided then see that which strategy or which framework is actually uh close to the ground realities

00:52:52adopt that uh implement that and uh you can say implement that uh with your teams with your

00:53:02stakeholders stakeholders stakeholders stakeholders all the stakeholders and then improve that keep and

00:53:06check on that okay best of luck okay so that's from my side

00:53:14i think yes we have uh some questions as well uh

00:53:21yes there is one question uh sean you will be checking it or i think it's my kind of mode let me answer

00:53:30so the question is uh this question is why do organizations go go through the agile transformation

00:53:41so of course this is very interesting uh question but at the same time you know a bit tricky as well

00:53:52uh however you know on this you know on this topic you and me can talk for another one hour uh but let me first

00:54:02simplify the question for our viewers uh the question is why organizations should choose or why they should

00:54:14prefer agile technique for the transformation so yes the reason is very obvious agile methods can give you

00:54:24better and quick results for sure and i would start saying that agile helps to change organizational mindset

00:54:35that's the reason but the question is again the question within the question is how so by shifting

00:54:42how people think how they collaborate and how they deliver value this is not about changing any process

00:54:52my friends it's about cultural cultural rethinking and uh let me give you some you know

00:55:00experience based examples that uh you know the old mindset is basically the managers mostly direct it's a kind

00:55:10of a spoon feeding they are having the more controlled environment and you know they make all the

00:55:17decisions but in agile mindset is basically we empower teams to self-organize to take the ownership and to make

00:55:28decisions so the answer is basically it's a mind shift from control to trust another example which is coming

00:55:39into my mind is regarding the old mindset is basically even you know the people are more stick to a fixed

00:55:46and orthodox plans and they resist changes because there is fear of the failure which is very obvious and

00:55:55everyone feels that but agile mindset is basically embrace the change you know uh welcome the change you

00:56:04respond to the feedback and readjust as quick as possible so change becomes an opportunity

00:56:16in fact not a threat so here you can say the conclusion is the mindset

00:56:23shift from the predictability to adaptability so this is again you know one of the agile principle

00:56:32and old mindset is definitely always my year's success by how much is produced but agile mindset is

00:56:39basically uh how we deliver the value to the customer so it's a difference between the output and outcome

00:56:49agile is more focusing on output while the traditional methods are more focusing on output only

00:56:55so let's believe that outcomes are better than uh value outcomes are better than just outputs

00:57:01so focus is shifting from doing more to doing what matters it's not about uh we do more it's about what

00:57:11we do that should matter that should add value to the customer and another reason why agile is basically

00:57:19agile helps to you know shift from silos to collaboration always the old mindset is basically

00:57:27departmental work uh separately and you know with limited communication between each other

00:57:35while the agile is more more more cross-functional and agile focuses to work together and closely and

00:57:43transparently so breaks breaks down the barrier and build the teamwork is basically the slogan you can

00:57:51you can say of the agile so let's focus on the progress rather than just perfection and these are the reasons

00:58:01why i think i'm answering the question rightfully that this is the reason that a organization should

00:58:09choose the agile for the transformation purpose i think there is another question let me see

00:58:18yes uh is agile only for the software development of course not um agile is basically uh not

00:58:31depending on this that what kind of industry is and um it's obviously not for the software development

00:58:39only agile principles apply to you know many other areas of business and operations

00:58:48uh i have worked with a lot of companies where basically i've seen

00:58:52agile in marketing agile in human resource agile in the product development agile in operations

00:59:01even in asian in the customer service and even in educational and training institutes they also

00:59:07adapt the agile technique and they use agile for the portfolio management and project management

00:59:14and these just you have seen or heard about that agile HR or people ops basically it's also known as

00:59:23agile people operations so purpose is to focus you should focus actually on the purpose

00:59:33and how the value can be delivered how the culture can be you know redesigned and more focus on the you know the

00:59:42feedback you are receiving from different departments these these can be the organizations these can be your

00:59:48department as well as marketing HR product development operations these are all departments and this is not

00:59:56for IT organizations again i'm saying it is for the all kind of organizations it's a mindset it's a thinking

01:00:06process or you can say it's a transition from a traditional towards the more flexible thought process

01:00:17so that is my answer and i think we have another question yes that's also very interesting and i think

01:00:26this is this is more uh this is more uh uh this is again something which i discussed that uh uh obviously

01:00:39there has to be kpis to actually a giant being a giant doesn't mean that you have a free hand to do

01:00:46anything and there is no performance related to that obviously there are strict rois that has to be there right uh

01:00:57in terms of kpis uh the first four most important thing is that how the strategy is aligned uh with the

01:01:05organization goals and with the customer goals as well the team obviously comes under organization so

01:01:13basically the organization and the customer both their preferences or their strategies or their objectives

01:01:21should be aligned for the first most important uh roi right and then again the operational you can say

01:01:33efficiency and agility for example the uh process uh you can say cycle time it is important right

01:01:42we are working in agile we are building something but uh as a practice we takes a lot of time

01:01:49we have to see where we can reduce the waste and uh improve that uh cycle time right and uh again

01:01:58uh being agile uh the foremost important thing is uh uh empowering the teams and the uh implementing

01:02:08the cultural change right as i mentioned earlier without those uh implementing an agile culture is

01:02:15kind of kind of you can say next to impossible right uh i mean uh

01:02:24it can be done through um you can say um many technical or technological changes or you can say

01:02:32uh maturity levels but again being agile means being more relaxed more easy right

01:02:38and uh uh the foremost thing i can say is important is the financial impact uh simply uh if anything

01:02:49which is making uh you can say better money then obviously it's more effective than that

01:02:55so that's i think a few kpis which obviously there could be others but depending on organization but

01:03:01these are some that comes yes that's a good one so there is one other question i hope this will be

01:03:08the last we will be taking for this session let me show

01:03:15so what are the major risks associated with the

01:03:17and how they are mitigated well uh i always call the most important risk i think the most major risk

01:03:31is uh you can say resistance adaptability right it's the most uh you can say challenge risk whatever you

01:03:38call it for me it's that always on my top of my list right uh whenever you implement agile there is

01:03:47something which is always missing uh is adaptability there is always resistance

01:03:54mostly it comes from a team level because they are unable to understand the concept why the change has

01:04:01been implemented and uh obviously it's generally it is thought as uh something a decision management

01:04:09level decision and uh for that obviously uh you have to train your employees you have to be transparent

01:04:17you should be able to define why you are uh implementing bringing on this change or trying

01:04:24to what you are trying to achieve what are your goals uh what alignment you and the customer has

01:04:30done so that the team is part of that journey it is not you can say uh they are not opposing or

01:04:38kind of kind of those elements which are uh you can say uh uh making the you can say resistance

01:04:47and again uh sometimes it's other way around uh the management decides to implement that uh hl and

01:04:58the buy-in is not there anymore like for example i implement i said that the teams will be working in

01:05:06sprints and sprints and agile model whenever there is a some issue uh rather than uh facing that and

01:05:16you can say facing the consequences already to pay the price i am just i blame the

01:05:23agile implementation itself so that's where the team lose the confidence and the buy-in is not there

01:05:30so that is something which has to be there the management has to understand that uh like everything

01:05:38everything has a cost implementing the gel also will have cost obviously there will be some uh you

01:05:44can say quality issues some other issues but gradually they should be able as i said they should be

01:05:50able to see the long-term picture right and uh other thing again uh sometimes the organizations

01:05:58implement they love to follow the agile model but the customer is not ready for it or uh you can say

01:06:05the contract is not made as per uh to follow the agile methodologies or uh practices so that that's

01:06:13again uh something which uh needs to be catered before implementing agile the customers should be

01:06:21taken into consideration their requirement their challenges and all those things right and

01:06:29sometimes it happens that the agile once you implement that uh the resources are not really

01:06:36up to that level i mean they are good resources but they are not you can say expert in agile methodologies

01:06:43or implementation of agile so there are some gray areas in their mind so they have to be trained they have to

01:06:50be uplifted to ensure that they they are able to cater those challenges and uh once again the last

01:06:58one is uh is the risk is the financial one sometimes our organization is not you can say have the funds

01:07:08or you can say the time or something like that to take that uh you can say leap or that i think it is

01:07:16that's the biggest constraint yeah agreed so thank you thank you so much i think you have explained very

01:07:24well um both the kpis and also the risk and also you have advised if you want to mitigate or avoid those

01:07:33risks and this is the solution take the expert opinion and ready for the uh hit back as well i mean like

01:07:42there could be some challenges there could be some uh uh something can i mean like some some some few

01:07:49things can be uh uh fail in the process but we should be ready to make it correct and you know uh redesign

01:07:59uh to get the better results and to establish the you know uh roadmap of the company uh towards the you

01:08:07know more successful journey so i agree with all the kpis and the risks you mentioned and the solutions

01:08:16are advised uh is there anything else which we are going to share yes before i close i think i should i

01:08:24would like to share a few things with everyone just to give me a second screen i hope you guys can see my

01:08:35screen i think yes okay for uh knowledge of everyone we have this book on pijal transformation organization

01:08:49transcription on the same topic and it's available on uh 60 plus major bookstores all around the world you

01:08:56can order directly from them or you can order it from uh sorry to interview i think your screen is

01:09:04stuck it's stuck it's on a question mark i don't know is it okay you can maybe you can run presentation

01:09:13again let me do that thing okay i'm sharing it again do let me know if you can see it

01:09:34can you see the book now yeah you can put on stage i can see in the backdrop but

01:09:51can you do that please okay done okay do let me know once you can see my screen okay yeah i can see now

01:10:00thank you thank you okay uh yes as i mentioned that this book uh agile organization transformation

01:10:07it's available on uh 60 plus major bookstores and uh you can always go to ogmc if you're not able to

01:10:15find it on the bookstores and uh you can go to publications.ogmcgroup.com and here you will find out

01:10:23just this book and there are uh like 75 plus books uh obviously on project management uh pmo agile

01:10:34methodologies uh and uh service now uh as far as our sessions are concerned i mentioned that we have

01:10:43some paid sessions we have lots of free sessions upcoming sessions in project management and uh service

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01:11:10thank you thank you everyone i think thank you thank you zishan thank you everyone for watching and you can

01:11:17subscribe our youtube channel and also visit the techman academy so see you again after some time

01:11:25the techman academy so see you again after some time thank you thank you everyone take care thank you

01:11:41thank you

Agile Organizational Transformation _ with Muhammad Zeeshan Ali & Saqib Javed John _ Mind Byte

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