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Wednesday, August 9 • 10:45am - 12:00pm
Beyond Agile Pilot Stage? Time to Embrace Agile Budgeting, Planning, and Cost Accounting! (Kenneth S Rubin)

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Abstract:
Traditional forms of budgeting, planning, and cost accounting do not align well with agile-based development. That’s OK when companies are just beginning to get their feet wet with agile. After all, it makes sense when agile is still in a pilot or proof-of-concept stage to just try to mesh existing business practices with the new agile principles, at least until you’re sure agile will work in your context. But over time, the misalignment will begin to impede true long-term business value.
Many of the companies I encounter today are well beyond the agile pilot adoption stage. These companies use agile to develop and enhance many different products or systems. They have proven their ability to successfully develop with agile and now agile is becoming the default approach to handling some or all of their work. Yet their higher-level business practices, those owned by senior management, are still bound to the former, traditional development style—a mismatch that is holding those companies back.
For example, traditional approaches to budgeting and planning (detailed up-front annual budgets and business plans, utilization-based planning and execution, and large budgeting and planning batches) can thwart or even compromise the downstream agile development process. And cost accounting measures that are based on standards that assume development will proceed in a waterfall fashion don’t work well and can have severe economic consequences when agile is the predominant development style.
This presentation offers sound strategies to help fiscally responsible companies reap the real benefits of agility by better aligning high-level budgeting, planning, and cost accounting with downstream agile development. Learn how to avoid the damage caused when senior management operates the company using one set of principles and downstream teams develop with a different set of principles.
Don’t ignore the disparity between core business practices and agile development any longer. Find out how to adjust budgeting, planning, and cost accounting to achieve better alignment and improved results.

Learning Outcomes:
  • Attendees will understand how and why traditional budgeting and planning are disruptive to downstream agile development. More specifically, they will achieve the following learning objectives:
  • - Learn strategies for dealing with uncertainty through agile budgeting and planning
  • - Realize how to properly manage batch size when using agile budgeting and planning
  • - Recognize the importance of decentralized decision making in an environment that does agile budgeting and planning
  • - Appreciate the role of strategic planning in an agile organization
  • - Discover how to use a Kanban system to manage a portfolio and to identify proper resourcing
  • - Become familiar with using an economic framework for sensible decision making
  • Comprehend how and why to do the following key activities:
  • - Use probabilities to communicate completion dates or feature sets
  • - Account for costs effectively on an agile development effort
  • - Focus on teams as the unit of capacity in cost accounting
  • - Move past tracking task hours for accounting purposes

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Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
H1