As agile coaches, we all face impediments when it comes to making agile transformations happen in an organization. Dealing with corporate bureaucracy is most times the hardest part of the transition. So, what about the federal government and all that red tape? Learn how two coaches have made it happen, leading and coaching an enterprise agile adoption (principally Scrum and FDD) at two agencies within the federal government space. Think you’ve dealt with bureaucracy? Come hear what it’s like to deal with the ultimate in corporate bureaucracy!

How well are we served by our current metrics? Do metrics such as developer and tester productivity, ROI, and on-time / on-budget help us improve results? Or, do such metrics drive us towards negative behaviors? In this workshop, we describe the foundation for meaningful metrics. Workshop participants, via a series of exercises, translate this foundation into metrics that they can immediately use. This workshop results from the response I received during my Agile 2008 presentation on the CIO and agile teams. There was a great deal of interest on the topic of aligned, meaningful metrics.

As Agile is adopted by large enterprises, the number of transformation success stories has grown. But, transformation is an ongoing process, and maintaining organizational change is difficult. So, what happens after the success stories? What can IT leaders expect once the honeymoon is over? In this talk, Chuck Maples, SVP of R&D at Borland, will address these questions head-on, sharing his experiences in Borland’s Agile transformation. He’ll discuss the challenges that can emerge after the initial phases of transformation give way a new stage in the journey.

Transitioning 25,000 developers to agile development processes is a challenge on its own—and making the transition during a global recession is even more ambitious. Join Sue McKinney as she discusses her experiences leading the move to agile at IBM, how their agile teams often struggled, and ways leaders provided support and understanding at many levels. As the global recession set in, Sue looked for tools leaders could use to increase productivity—even after cost cutting—and unleash the talent and innovation agile teams need to continue succeeding.