Agile & DevOps Blog

From Stephan Kahl , Benjamin Scheffold

Structuring the workforce and processes around Value Streams is one of the three key predictors of business agility according to Evan Leybourn, CEO of the Business Agility Institute. Leybourn recommends focusing investment in this area to yield the strongest benefits for business agility journeys. Value Stream and ART Identification as well as the principle of “organize around value” are an integral part of the Scaled Agile Framework (SAFe) for a very good reason. In this article, we present two major benefits that come along with it.

From Stephan Kahl , Benjamin Scheffold , Collins Ronoh

Scaled Agile Framework (SAFe) is one of the most popular frameworks for implementing agile at scale. SAFe 6.0, the latest version of the framework, brings several new features that further enhance its capabilities. In the past years, Deloitte has used SAFe as a framework to scale agility across numerous agile transformation projects in multiple industries. In this article, we will explore the key features of SAFe 6.0 and how they can help organizations achieve their agile goals.

From Clemens Bauer, Xander Seeren, Alina Zimmer

Organizational challenges can no longer be tackled by siloed business units with scattered responsibilities. Rather, they need to be approached holistically by interdisciplinary teams that have end-to-end responsibility for dedicated products. Scaling cross-functionality has significant implications that go beyond the implementation of scaled agile frameworks.

From Christian Müller, Torben Möller, David Kleinmann, Laura Schlechting

This article focusses on DevOps, its overall impact and its conceptual background and explains that there is much more to DevOps than just technology in terms of governance and processes.

From David Huqueg

Nowadays, Agile methodologies have well and truly arrived in most organizations. The complexity of digital opportunities and the unpredictability of customers and competitors are both on the rise, making it impossible to predict what businesses will need in the future. That is why Agile is such a decisive factor to enhance organization’s responsiveness towards volatility. Strategy management has to evolve as well, which is where Agile concepts come into play.

From Christian Nagel

Transforming a traditional IT shop into an agile one is rarely easy or quick. It can prove even more difficult to extend the agile philosophy to functions outside IT and become a truly “agile enterprise”. Our experience shows that many agile initiatives get stuck in implementation, failing to deliver the prospective benefits. Why?

From Jana von Wulfen, Alina Zimmer

In order to exploit all of the expected benefits of a transformation, we need to change how we approach change management – starting with a commitment to transparency. This is why we have implemented the "Lean Change" method for a variety of change programs, initiatives and projects, both in collaboration with our clients and internally.

From Lukas Haupt, Stefan Volk

Deloitte developed the Organizational Agile Maturity Assessment (OAMA), which assists organizations in starting and monitoring the transformation toward an agile organization. It assesses the initial agile readiness and maturity of your company, identifies the dimensions and factors that need to be considered during the transformation, tracks the progress of the transformation and readjusts to new emerging objectives.

From Fred Ly, Bernhard Lichtinger, Melanie Flennert

Deloitte has established three dedicated Agile Service Offerings in line with our customers’ demands: Agile Consulting, Agile Coaching, DevOps. Each of our Agile Service Offerings teams works on prioritized client requests.