There has been a rapid increase in the interest around bringing together outcomes (via OKRs), financial and portfolio planning (via PPM systems) and execution tracking (from EAP and DevOps systems). However, in a typical enterprise, these functions are all set up, planned and tracked in different systems; how then, can we get a unified view of how (and if) our projects are moving the needle on the business outcomes? Complicating this view is the fact that achieving a business outcome is not a direct result of project execution success; what data then needs to flow through the system, so that stakeholders have visibility into progress, and adjust and allocate resources accordingly?

Acknowledging the need for digital transformation is the easy part for most firms today. Not so easy is to envisage the full scope of value available from modern digital technologies for your business. Also difficult is to develop a digital transformation strategy that fully leverages this value.

It has been a year since the release of the 2nd Edition of the Kanban Maturity Model and the announcement of the KMM+ platform. In this webinar, we plan to talk about what is new with the KMM and what is in it for you.

Product or Project Portfolio Management is critical to all enterprises today, as they try to evaluate, prioritize, and execute the right initiatives at the right time. From ensuring coverage for all sources of demand, to evaluating the risk/ opportunity profiles of each potential project/ initiative, it is crucial that stakeholders, portfolio, and risk managers get things generally right.

We conducted a webinar with Masa K Maeda on 'Increasing the Efficiency of Agile Transformations'. Masa's been successful at scaling Agile at numerous companies in over 10 countries. In this session, he will share some of his practical experiences to increase efficiency during agile transformations. The talk will combine diverse elements and focus on continuous improvement at the process level as well as the human aspect level.

KPIs for software delivery leaders used to be mainly with regards to meeting delivery dates without compromising on quality - there was a lot of emphasis on predictable delivery. Nowadays, there is increasing recognition of the value of improving speed-to-market and therefore, metrics like “Change Lead Time” (CLT) have also become important. To reduce CLT, we need to improve flow which is not the same as improving predictability.

"Continuous attention to technical excellence and good design enhances agility." - Principle 9 of the Agile Manifesto.