This is a journey starting in 2005 when establishing a new software company in Bangladesh 7000 km away from Denmark. Hiring 20 people in one week in Bangladesh and start using CMMI processes to integrate development in Denmark and Bangladesh. After some challenging time aborting the CMMI project and switching back to agile and lean techniques to make it work. Experience from implementing global big bang Scrum and building a kaizen culture. From long running projects, technical dept and integration nightmares to small batches, continuous integration and faster delivery of business value.

Traditional development emphasizes “following a plan with minimal changes,” whereas agile stresses “adapting successfully to inevitable changes.” If agility is delivering customer value by being flexible, then how can measuring agile performance by adherence to schedule, cost, and scope be valid? We need to modify project success measures in order to build effective agile organizations. The session will build a case for changing performance measurement from the traditional Iron Triangle of cost, schedule, and scope to an Agile Triangle that focuses on value, quality, and constraints.