Henny Portman, is owner of Portman PM(O) Consultancy and was partner of HWP Consulting, has 40 years of experience in the project management domain. He was the project management office (PMO) thought leader within NN Group and responsible for the introduction and application of the PMO methodologies (portfolio, programme and project management) across Europe and Asia. He trains, coaches and directs (senior) programme, project and portfolio managers and project sponsors at all levels, and built several professional (PM(O) communities.
Henny Portman is accredited in a variety of qualifications, including P3O, PRINCE2, MSP, MoP, PRINCE2 Agile, AgilePM, AgilePgM and AgileSHIFT trainer and a SPC4 SAFe consultant and trainer. He is a P3M3 trainer and assessor and PMO Value Ring Certified Consultant (PMO Global Alliance). On behave of IPMA, he assesses mega and large projects for the IPMA Project Excellence Award. In addition to this, he is an international speaker and author of many articles and books in the PM(O) field and blogger (hennyportman.wordpress.com).
During this session, I show that in the past few years there has been an increasing focus on agile culture. Based on my “Bird’s eye view on the agile forest”, I show that there are more and more agile frameworks that focus specifically on the agile culture. Next I wonder why so many agile transitions fail? I prove this with figures from the Standish Group and the illusion of agility. Then, based on several annual state of agile reports, I examine the main causes and makes comparisons between traditional and agile organizations. I conclude with a case study in which an organization of 600 IT employees is going through an agile transition and we are faced with the question of whether it is successful or not. And if not, what else can or should we do?