The CIO, CTO and IT leadership team of Foxworth department stores has brought your team in as specialist consultants to help them understand more about Agile. They are embarking on a digital transformation within their organisation, with a focus on simplifying their operational processes and systems and improving the omnichannel customer experience. They have a long tradition for managing by project and have a strong PMO and mature 'waterfall' project capabilities. They understand that with digital transformation there is a strong case for transitioning to Agile to move rapidly towards their goals. The threat of competitors taking their market share in the 'retail apocalypse' is of great concern to the company's board and they have been advised that they will have to transition to new ways of working with haste. However, they have little understanding of what Agile is about. Some of the leadership team suspect that it is just another gimmicky fad with alternative names for things that they already do (and do well).

What is and how these work in this case study?

1 Agile velocity

2 Scaling agile after initial succcess

3 release planning and cadence