Naeem Hussain
Naeem Hussain is the COO of CirrusLabs. In this role, he focuses on advisory services for the leadership team of respective organizations for enterprise transformation, scaling agile adoption across the enterprise, creating in-sourcing strategies, and implementing DevOps practices. During his consulting career, Mr. Hussain has worked with large corporate clients such as Capital One Bank, Angie's List, Urban Outfitters, Pointroll, General Services Administration, Anthem Health and Transamerica.With an MBA from the University of Chicago and an M.S. degree from the George Washington University, Mr. Hussain has held various leadership and executive positions with Siemens, ING DIRECT, Capital, COO of MGRM Holdings and Co-founder and CFO of AgileTrailblazers . Mr. Hussain also serves as a member of the George Washington University School of Engineering & Applied Sciences National Advisory Council.
Expectations are everything. If you set a goal, communicate it and then meet it, your team is thrilled and so are your stakeholders.
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In the previous post, we outlined the Agile Resource Allocation Dilemma and recognized that this is a pervasive issue and a tough one to solve.
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Congratulations! You have now convinced your management team to adopt agile. Everyone (or at least most) in your leadership team have extended their support toward this initiative. Everyone believes that this transformation will be excellent for your organization as 1) you are adopting agile 2) claim that your organization is challenging the status quo and 3) you will be able to do product delivery faster.
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Pulling all the ideas together from this article series, I want to leave you with a couple of key thoughts when you are trying to design your agile organization:
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