Download - Agile at Enterprise Scale: The Tricky Bits
2
IN THIS PRESENTATION, YOU GET…
• 5 key points for success at Enterprise Scale by slide 12
• A sense forwhy Agile is growingwhere Agile fits
• How applying the concepts of ‘Crossing the Chasm’ to Agile at Enterprise Scale leaves clues to address the challenges
• Design Patterns to address key challenges when Scaling Agile
• A reference list for those who want further study
@berniemaloney
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“I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT”
Ken SchwaberAgile Software Development
with Scrum
@berniemaloney
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“I ESTIMATE THAT 75% OF THOSE ORGANIZATIONS USING SCRUM WILL NOT SUCCEED IN GETTING THE BENEFITS THEY HOPE FOR FROM IT”
Ken Schwaber
@berniemaloney
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VIRGINIA SATIR’S CHANGE MODEL
Bruce Tuckman’s Stages of Team Development
Forming
Storming
Norming
Performing
@berniemaloneyhttp://www.stevenmsmith.com/images/satir_graph.png
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AGILE FOR BUSINESS SURVIVAL14 mo design cycle
3 mo shelf life
HP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpgSW Bits: http://www.newpackettech.com/software_bits.jpg
HWSW +
All with WEEKLY iterations of the plan
Breakeven
$B/y
6 in USA
20
Products / qtr200
in EU alone
@berniemaloney
7@berniemaloney
Bernie Maloney, CSPPE, CSM, CSPO
Agile CoachAccelerating Genius
Turning Strategies into ResultsFrom Startup to Beyond $100M
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1 GET THE FUNDAMENTALS SOLID
Feat
ure
Story
Story
Story
Team
WORK IN THE BUSINESS
Ongoing Grooming
“Storytime”
Ope
rate
@berniemaloney
SHOW TEAMS HOW TO MAKE DECISIONS
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2 CLARIFY DECISION AUTHORITY
1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate
Select Team
Set Schedule
DocumentAPIs
Name Team
ScopeRelease
DetermineArchitecture
@berniemaloney
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V2Berkeley
3 ANTICIPATE 3 ITERATIONS AHEAD
V2Berkeley
V1Atlanta
V3Cupertino
V3Cupertino
XAnticipate 3 iterationsAND tune direction over time
To address RISKAND maintain Market responsivenessX
Time
@berniemaloney
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4 CLARIFY ROLE OF ‘MANAGERS’
@berniemaloney
Prod
uct
Back
log
PotentiallyShippableIterationPSI
Iterationaka
Sprint
Team
Itera
tion
Back
log
1d
ScrumMaster
ProductOwner
Why What (result)
DailyStandup
AGILE: MANAGER ROLE = ?(NATURE ABHORS A VACUUM)
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5 APPLY LEAN: SEE THE WHOLE
@berniemaloney
Marketing Engineering
Need /Market
Start
Run
Solution /Technology
G&A
Support Operations
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STACEY MATRIXAg
reem
ent
Far FromAgreement
Close ToAgreement
CertaintyClose ToCertainty
Far FromCertainty
SimpleTechnically
Complicated
SociallyComplicated
Complex
Chaotic
@berniemaloney
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FASTER CYCLES IN TECH & MARKETRe
quire
men
ts
Technology
Simple
Complex
Chaotic
Complicated
Waterfall
Far FromKnown
Known Far FromKnown
Agile / scrum
Agile / Kanban
@berniemaloney
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Stage GateWhenever there’s a step functionincrease in risk(think “funding round”)
WHERE EACH HAS VALUE
@berniemaloney
Agilescrum
Kanban
XP
Lean
Waterfall
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AgileWhenever thenext objectiveis clear(think “between funding rounds”)
WHERE EACH HAS VALUE
@berniemaloney
Agilescrum
Kanban
XP
Lean
Waterfall
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AGILE IS EXPERIENCINGLAW OF DIFFUSION OF INNOVATION
visio
narie
s
early
ado
pter
s
early
maj
ority
late
maj
ority
lagg
ards
The
Chas
m
Agile
@berniemaloney
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A TEAM IS NOT A GROUP OF PEOPLE WHO WORK TOGETHER.
A TEAM IS A GROUP OF PEOPLE WHO TRUST EACH OTHER.
Simon Sinek
@berniemaloney
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VIRGINIA SATIR’S CHANGE MODEL
Bruce Tuckman’s Stages of Team Development
Forming
Storming
Norming
Performing
@berniemaloneyhttp://www.stevenmsmith.com/images/satir_graph.png
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FORMING
ROLES• Often 2 @ start: CMO, CTO• Consider 3 @ start for Scale:
CMO, CTO, COO• Play any role, any time
including CEO (generalist)• Eventually become
functions (specialized)
DECISIONS• Decide “how to decide”• Eliminate SME bias
– Timebox to focus– Thumb Voting:
Simultaneous RevealSurfaces ObjectionsOppt’y to be heard = buy in
@berniemaloney
KEY: show team how
to make decisions
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THUMB VOTING
Three StatesUP
Let’s Go!, I’m in!
SIDEWAYSI can support it
DOWNNo, wait, stop
Simultaneous Reveal• Addresses
Subject Matter Expert Bias
• Surfaces Objections FAST
• Opportunity to be heard
@berniemaloney
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THUMB VOTING
Three StatesUP
Let’s Go!, I’m in!
SIDEWAYSI can support it
DOWNNo, wait, stop
Simultaneous Reveal• Addresses
Subject Matter Expert Bias
• Surfaces Differences FAST
• Opportunity to be heard
Agile ValuesOpenness / Transparency
Courage
@berniemaloney
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STORMING & NORMING
Meetings Actually, there’s a great book
http://leadingsmart.blogspot.com/2010/05/book-review-death-by-meeting-patrick.htmlhttp://www.leanforwardinc.com/blog/2009/12/15/avoiding-death-by-meeting-part-ii.html
@berniemaloney
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STORMING & NORMING
We have so many… We ought to get better• Most are poorly run• Meetings are how we
accomplish work as a team• Most run as if only one type• Lencioni Notes 4 types
(parallels scrum)– Daily Check-in– Weekly Tactical– Monthly Strategic– Quarterly Retreat
@berniemaloney
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STORMING & NORMING
A STOCK AGENDA (60 min)• 5 Hot Topics• 5 Tune Agenda• ~½ Long Term /
Strategic• ~½ Short Term / Tactical• 5 Next Steps• TOTAL
“GROUND RULES”• Basic
– Start on Time = Stop on Time– OK to be late– Catch up to the Conversation– 3s of Silence implies consent
• Advanced– Picard > Kirk
Analysis & Recommendationbeats simple Information
– Synthesize info – Propose Alternates / Solns
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@berniemaloney
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INITIALLY WITH AGILE:O
pera
te
BusinessThemes
ArchitecturalVision Fe
atur
e
Story
Story
Story
Team
WORK IN THE BUSINESS“Storytime”
Grooming
Sprint PlanStandups
DemoRetro
@berniemaloney
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GET THE FUNDAMENTALS SOLID
Feat
ure
Story
Story
Story
Team
WORK IN THE BUSINESS
Ongoing Grooming
“Storytime”
SHOW TEAMS HOW TO MAKE DECISIONS
Ope
rate
@berniemaloney
40
ROLE CLARIFICATION W/ RACI
ResponsibleDoes the work
ConsultedInfluencer
AccountableSingle “hand to shake”
InformedNeeds to know
in order to collaborate
@berniemaloney
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A COMPARISON: DACI
AccountableDoes the work
ConsultedInfluencer
DeciderArbiter for Decisions
Recieves Consequensces
InformedNeeds to know
in order to collaborate
@berniemaloney
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Informed
SITUATIONS
Responsible
Consulted
Accountable
Typical
Informed
Responsible
Consulted
Accountable
Informed
Consulted
Responsible
Accountable
Ideal Practical
@berniemaloney
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CHART EXAMPLE – ACROSS A PLCSCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HW
CGR IGR DGR RQA (FC) MR FCS EOL EOSLSYS System Mgr C C A C C C A I IMKT Product Mkt A + R A + R C C C C R A C
Front End Mkt (Channel/Sales) C C C I I I R C CR&D Project Manager C C R A A A R I I
Architect C C C R R R C IElectrical Eng C C R R R C IMechanical Eng C C R R R C ISoftware Eng C C R R R C IComponent Owners I C R R R C IProject Coordinator I R R R R
QA Quality Program Manager C C C R R R C IAudit Manager C C C C R R C ICertification/regulatory Expert C C R R R R C I
Proc Partner Biz Mgr C C R R R R R C CComponent Mgr C C R R R R C C
MFG New Prod Intro I C C C R R IBusiness Planner I C C C R R C
SUP Support Manager C C C R R R C C AEscalation Manager C C C C C C I RSustaining engineering C C C R R R
FIN Finance C C C C C C C I I
@berniemaloney
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KEYS
• Distinguish from
• Clearly separate
• Emphasize (& reward)
• Prioritize & over &
information
do
influence
decide
opinionaction
objectives results structure process
@berniemaloney
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DELEGATION BOARDS
1. Tell: decisions made from Manager Role
2. Sell: while seeking team commitment, Manager decides
3. Consult: get team input before decision
4. Agree: make decisions with team (equal voice)
5. Advise: influence decision made by team
6. Inquire: team decides, convinces Manager after
7. Delegate: no Manager influence; let team work it outhttp://www.slideshare.net/jurgenappelo/management-30-in-50-minutes
1 Tell
2 Sell
6 Inquire
3 Consult
4 Agree
5 Advise
7 Delegate
@berniemaloney
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DELEGATION BOARD: EXAMPLE
1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate
Select Team
Set Schedule
DocumentAPIs
Name Team
ScopeRelease
DetermineArchitecture
@berniemaloney
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SCALING THE PRODUCT PLAN3 ANTICIPATE 3 ITERATIONS AHEAD
Surfing Emerging Requirements
@berniemaloney
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You Are Here
V2Berkeley
?
V1Atlanta
V3Cupertino
?
V3Cupertino
?
V2Berkeley
?
TimeHorizon
X
Waves
TimeHorizon
@berniemaloney
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You Are Here
V2Berkeley
?
V1Atlanta
V2Berkeley
?
Time
Waves
X
Surfboard
momentum’s direction
V3Cupertino
?
V3Cupertino
?
@berniemaloney
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You Are Here
V2Berkeley
?
V1Atlanta
V2Berkeley
?
Time
X
Anticipate 3 iterations toManage “Cone of Uncertainty”
whenever objectives slip outsidethe cone of momentum
RISK creeps in
V3Cupertino
?
V3Cupertino
?
@berniemaloney
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You Are Here
Time
X
CHALLENGE
Unchecked momentumcontinues unconscious direction
Best direction?
V2Berkeley
?
V1Atlanta
V2Berkeley
?
@berniemaloney
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ISSUE
Unconscious forward motion= RISKof squandered momentumand short timeline delivery pressure
Time
V2Berkeley
V1Atlanta
V3Cupertino
X
X
@berniemaloney
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V2Berkeley
SURFING
X
V2Berkeley
V1Atlanta
Anticipating 3 iterationsHelps smooth shifts
V3Cupertino
A guess at 3rd iteration
Helps set 2nd iterationand channel momentum
@berniemaloney
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V2Berkeley
ANTICIPATE
X
V2Berkeley
V1Atlanta
Even if directionsshift over time
V3Cupertino
Helps set 2nd iterationand channel momentum
A guess at 3rd iteration
V3Cupertino
@berniemaloney
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V2Berkeley
OUTSURF COMPETITION
V2Berkeley
V1Atlanta
V3Cupertino
V3Cupertino
XAnticipate 3 iterationsAND tune direction over time
To address RISKAND maintain Market responsivenessX
Time
@berniemaloney
58
INITIALLY:
Feat
ure
Story
Story
Story
Team
WORK IN THE BUSINESS
Ongoing Grooming
“Storytime”
Ope
rate
@berniemaloney
59
AS VISION & THEMES EXPAND…
Feat
ure
Story
Story
Story
Team
Ongoing Grooming
“Storytime”
@berniemaloney
60
ANTICIPATE TO LEAD THE MARKETAn
ticip
ate
Prod
uct
Road
map
s
Rele
ases
X
Feat
ure
Story
Story
Story
Team
Ongoing Grooming
“Storytime”
@berniemaloney
61
WORK ON THE BUSINESSAn
ticip
ate
Prod
uct
Road
map
s
Epic
s
Rele
ases
X
Feat
ure
Story
Story
Story
Feat
ure
Feat
ure
Feat
ure
Portf
olio
Team
Ongoing Grooming
“Storytime”
@berniemaloney
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REMEMBER THIS?Re
quire
men
ts
Technology
Simple
Complex
Chaotic
Complicated
Waterfall
Far FromKnown
Known Far FromKnown
Agile / scrum
Agile / Kanban
@berniemaloney
64
TYPICAL COVERAGE: MARKETINGRe
quire
men
ts
Technology
Chaotic
Far FromKnown
Known Far FromKnown
ProductManagement
@berniemaloney
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TYPICAL COVERAGE: ENGINEERINGRe
quire
men
ts
Technology
Chaotic
Far FromKnown
Known Far FromKnown
EngineeringManagement
ProjectManagement
@berniemaloney
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AGILE: MANAGER ROLE NOT EXPLICIT
Prod
uct
Back
log
PotentiallyShippableIterationPSI
Iterationaka
Sprint
Team
Itera
tion
Back
log
1d
ScrumMaster
ProductOwner
Why What (result)
DailyStandup
@berniemaloney
68
MANAGERS: REMOVE OBSTACLES
Addressing whatever slows a team downwill increase their ability to deliver
A relentless focus on removing obstacles will increase the organization’s ability to perform
@berniemaloney
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GROW LEADERSHIP
http://managewell.net/?p=611
http://en.wikipedia.org/wiki/Situational_leadership_theory@berniemaloney
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CHARACTERISTICS
Direction
CoachingMentoring
Delegation
Task / OutputResult / OutcomeFollowers Own:
You DecideI Trust You
We TalkYou Decide
We TalkI Decide
I TalkI Decide
@berniemaloney
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GREAT LEADERS GIVE US SOMETHING TO BELIEVE IN, NOT SOMETHING TO DO.
Simon Sinekhttp://youtu.be/u4ZoJKF_VuA
Start With Why
@berniemaloney
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AGILE GOAL: SELF DIRECTED TEAMS
Direction
CoachingMentoring
Delegation
Task / OutputResult / OutcomeFollowers Own:
You DecideI Trust You
@berniemaloney
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WELL RUNNING AGILE LIBERATES MANAGERS FOR BROADER SCOPE WORK
Direction
CoachingMentoring
Delegation
Followers : Grasp “WHY”Make DecisionsOwn Outcomes
Managers: Plan AheadTake On StrategyGreater Complexity
@berniemaloney
78
TECH BUSINESS: MEDIUM
@berniemaloney
Legal
IT
Arch
Build
ClientSW
Sales
Biz Dev
Tech Partner
QE
Fin $HW
Mfg
UX
ProductMgt
79
TECH BUSINESS: LARGER / LATER
User docs
IT applIT ops
Support
Legal
Cloud Services
Arch
Build
ClientSW
Sales
Outb’ndMtkg
Cust Partner
Biz Dev
Tech Partner
BetaMgt
Perf / Stab
QE
Fin $HW
Mfg
UX
@berniemaloney
ProductMgt
80
COORDINATING THIS = COMPLEX
User docs
IT applIT ops
SupportCloud
Services
Arch
Build
ClientSW
Sales
Outb’ndMtkg
Cust Partner
Biz Dev
Tech Partner
BetaMgt
Perf / Stab
QE
HW
Mfg
UX
@berniemaloney
ProductMgt
Legal
Fin $
81
SCALE BY ABSTRACTING THE PATTERN
User docs
IT applIT ops
Support
Legal
Cloud Services
Arch
Build
ClientSW
Sales
Outb’ndMtkg
Cust Partner
Biz Dev
Tech Partner
BetaMgt
Perf / Stab
QE
Fin $HW
Mfg
UX
Marketing Engineering
@berniemaloney
ProductMgt
Market Technology
83
ABSTRACTING THE PATTERN
User docs
IT applIT ops
Support
Legal
Cloud Services
Arch
Build
ClientSW
Sales
Outb’ndMtkg
Cust Partner
Biz Dev
Tech Partner
BetaMgt
Perf / Stab
QE
Fin $HW
Mfg
UX
Marketing Engineering
@berniemaloney
ProductMgt
Market Technology
Start
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ABSTRACTING THE PATTERN
User docs
IT applIT ops
Support
Legal
Cloud Services
Arch
Build
ClientSW
Sales
Outb’ndMtkg
Cust Partner
Biz Dev
Tech Partner
BetaMgt
Perf / Stab
QE
Fin $HW
Mfg
UX
Marketing Engineering
Support Operations
G&A
@berniemaloney
ProductMgt
HR
Run
Start
85
APPLY LEAN: SEE THE WHOLE
@berniemaloney
Marketing Engineering
Need /Market
Start
Run
Solution /Technology
Legal
Fin $
G&A
HR
Support Operations
87
COORDINATE THE SYSTEMCo
ordi
nate
Ongoing Grooming
“Storytime”
Prod
uct
Road
map
s
Epic
s
Rele
ases
X
Feat
ure
Story
Story
Story
Feat
ure
Feat
ure
Feat
ure
System Team
Scrum of Scrums
ReleaseN+2
ReleaseN+1
ReleaseN
@berniemaloney
89
INITIALLY (HOW AGILE STARTS):
Feat
ure
Story
Story
Story
Team
WORK IN THE BUSINESS
Ongoing Grooming
“Storytime”
Ope
rate
@berniemaloney
90
AS VISION & THEMES EXPAND…
Feat
ure
Story
Story
Story
Team
Ongoing Grooming
“Storytime”
@berniemaloney
91
HAVE TEAM GRASP THE PURPOSEAn
ticip
ate
Prod
uct
Road
map
s
Epic
s
Rele
ases
X
Feat
ure
Story
Story
Story
Feat
ure
Feat
ure
Feat
ure
Portf
olio
Team
Ongoing Grooming
“Storytime”
WORK ON THE BUSINESS
@berniemaloney
KEY: give teams
the “WHY”
92
[DR. MARTIN LUTHER KING] GAVE THE “I HAVE A DREAM” SPEECH, NOT THE “I HAVE A PLAN” SPEECH.
Simon Sinekhttp://youtu.be/u4ZoJKF_VuA
Start With Why
@berniemaloney
93
EVENTUALLY: STEER THE SYSTEMCo
ordi
nate
Ongoing Grooming
“Storytime”
Prod
uct
Road
map
s
Epic
s
Rele
ases
X
Feat
ure
Story
Story
Story
Feat
ure
Feat
ure
Feat
ure
System Team
Scrum of Scrums
ReleaseN+2
ReleaseN+1
ReleaseN
Kanb
anKa
nban
Scru
m
@berniemaloney
94
AT ENTERPRISE SCALE – USE FLOWInception Elaboration Construction Transition
Analyze Design Build Test Deploy
Story Backlog Task Backlog In Process Task Done Story Done
@berniemaloney
Feat
ure
Story
Story
Feat
ure
Feat
ure
EVT
DVT
PVT
Ope
rate
Antic
ipat
e
Coor
dina
tehttp://www.slideshare.net/mcottmeyer/scrum-gathering-vegas-agile-program-and-portfolio-management
kanban
kanban
scrum
96
FASTER CYCLES IN TECH & MARKETRe
quire
men
ts
Technology
Simple
Complex
Chaotic
Complicated
Waterfall
Far FromKnown
Known Far FromKnown
Agile / scrum
Agile / Kanban
@berniemaloney
97
AGILE IS EXPERIENCINGLAW OF DIFFUSION OF INNOVATION
visio
narie
s
early
ado
pter
s
early
maj
ority
late
maj
ority
lagg
ards
The
Chas
m
Agile
@berniemaloney
98
GET THE FUNDAMENTALS SOLID
Feat
ure
Story
Story
Story
Team
WORK IN THE BUSINESS
Ongoing Grooming
“Storytime”
SHOW TEAMS HOW TO MAKE DECISIONS
Ope
rate
@berniemaloney
99
CLARIFY DECISION MAKING
CGR IGR DGR RQA (FC) MR FCS EOL EOSLSYS System Mgr C C A C C C A I IMKT Product Mkt A + R A + R C C C C R A C
Front End Mkt (Channel/Sales) C C C I I I R C CR&D Project Manager C C R A A A R I I
Architect C C C R R R C IElectrical Eng C C R R R C IMechanical Eng C C R R R C ISoftware Eng C C R R R C IComponent Owners I C R R R C IProject Coordinator I R R R R
QA Quality Program Manager C C C R R R C IAudit Manager C C C C R R C ICertification/regulatory Expert C C R R R R C I
Proc Partner Biz Mgr C C R R R R R C CComponent Mgr C C R R R R C C
MFG New Prod Intro I C C C R R IBusiness Planner I C C C R R C
SUP Support Manager C C C R R R C C AEscalation Manager C C C C C C I RSustaining engineering C C C R R R
FIN Finance C C C C C C C I I@berniemaloney
1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate
Select Team
Set Schedule
DocumentAPIs
Name Team
ScopeRelease
DetermineArchitecture
100
V2Berkeley
ANTICIPATE 3 ITERATIONS AHEAD
V2Berkeley
V1Atlanta
V3Cupertino
V3Cupertino
XAnticipate 3 iterationsAND tune direction over time
To address RISKAND maintain Market responsivenessX
Time
@berniemaloney
101
EVOLVE THE ROLE OF ‘MANAGERS’
Direction
CoachingMentoring
Delegation
Shift from Direction to DelegationTake On Strategy
@berniemaloney
102
HAVE TEAM GRASP THE PURPOSEAn
ticip
ate
Prod
uct
Road
map
s
Epic
s
Rele
ases
X
Feat
ure
Story
Story
Story
Feat
ure
Feat
ure
Feat
ure
Portf
olio
Team
Ongoing Grooming
“Storytime”
WORK ON THE BUSINESS
@berniemaloney
103
APPLY LEAN: SEE THE WHOLE
@berniemaloney
Marketing Engineering
Need /Market
Start
Run
Solution /Technology
G&A
Support Operations
104
STEER THE SYSTEM…Co
ordi
nate
Ongoing Grooming
“Storytime”
Prod
uct
Road
map
s
Epic
s
Rele
ases
X
Feat
ure
Story
Story
Story
Feat
ure
Feat
ure
Feat
ure
System Team
Scrum of Scrums
ReleaseN+2
ReleaseN+1
ReleaseN
Kanb
anKa
nban
Scru
m
@berniemaloney
105
VIRGINIA SATIR’S CHANGE MODEL
Bruce Tuckman’s Stages of Team Development
Forming
Storming
Norming
Performing
@berniemaloneyhttp://www.stevenmsmith.com/images/satir_graph.png
108
REFERENCES 1/2 BIT.LY/SVCCTRICKY
AGILE• Michael Sahota: Success patterns because Agile = process + culture• Mike Cottemeyer : Agile Portfolio Management• Juergen Appelo: Management 3.0 – for Agile environments• Jeff Patton: Story mapping – scaling a product to multiple releases• Andrea Tomasini: ideas for moving Mgt from Push to Pull
LEAN• Mary & Tom Popendiek – seminal book on Lean, great reading list
STARTUPS• Steve Blank: Customer Development• Eric Ries: The Lean Startup• Startup Genome Project: Study of success factors in startups• Patrick Lencioni: “Death by Meeting” – effective meetings@berniemaloney
109
REFERENCES 2/2 BIT.LY/SVCCTRICKY
LEADERSHIP• Simon Sinek:
Start with Why – Inspiring with Purpose• Situational Leadership Theory:
30+ year history, management as more than direction / delegation
OTHER• Business Model Generation / Canvas:
Tool for iterating business (like Agile iterates development cycles)• Holacracy:
Comprehensive structure for organizational governance based in Agile (purpose driven, emergent design, clear accountability)
• Scaled Agile Framework: Detailed, prescriptive structure for Agile programs/enterprises
• Spotify:Case Study: multi-team, multi-location; matrixed by skills AND product
@berniemaloney
110@berniemaloney
Bernie Maloney, CSPPE, CSM, CSPO
bit.ly/speedmygenius
Agile CoachAccelerating Genius
Turning Strategies into ResultsFrom Startup to Beyond $100M