How do you create meaningful change in a large enterprise? Are you able to address the right audiences and help them to do things better on their teams or in their chains of command? Do your teams sustain their progress? Are you challenged by getting enough executive attention, enough middle-management cooperation, and enough team member participation?
While there are no easy answers, proper choice and use of old-fashioned key performance indicators can become a powerful shared focal point for your organization's agile transformation efforts. While the other companies are getting lost in the debate over what is agile, or do you use a burn-up or a burn-down, and when, you are taking your own organization to new levels of efficiency by progressing towards an actual business goal rather than fixating on the fine points of the enabling techniques.
Learn how to think about large-scale agile change in simple, repeatable steps, based on techniques that work for governments, universities, fund-raising bodies, and corporate enterprises like yours. Learn how to structure, time, and message your change efforts. Find out how to engage external agile coaching contractors so that you are driving and they are helping, and not vice-versa. Learn to distinguish useful team metrics which an individual self-governing team might use to tune their own performance from program metrics, which show that in the aggregate, the agile projects are different from their waterfall counterparts, and whether that is a good thing or not.
Leave with a KPI toolkit you can apply immediately to your environment at home, and keep using until your transformation is self-sustaining.