 How are you guys doing? Good, right? Almost to the end, almost to the end. So thank you for attending. And I'm going to go ahead and introduce myself real quickly. My name is Ahmed Sidki. My background, I started my career as a developer. And then for a bunch of years, I did a lot of leading teams. And then decided for some odd reason to do my master's in requirements engineering. Some mistake. And then sort of pivoted and did my PhD in Agile adoption and transformation from Virginia Tech. I co-authored a book called Becoming Agile in an Imperfect World and co-founded the International Consortium for Agile. And really, a big bulk of my career has been training and helping with large-scale transformations within large corporations. And I'm currently the director of development management at Riot Games in Los Angeles. All right, so I'm going to get right to it. And I want you guys to meet Jack. Say hi to Jack. Really, you're going to do anything I tell you. You're going to say hi to a PowerPoint. OK, this is going to get fun today. So Jack is a CIO of a typical corporation and that corporation has, let's say, 10,000 or 100,000. Doesn't make a difference. People. And Jack wants to transform his organization to Agile as soon as possible. But Jack has a plan, so don't worry. And here's Jack's plan. And I promise I did not copy this from anyone. So if it looks familiar, well, it is familiar. So Jack's plan looks something like this. Start training people across IT on Agile, and that means scrum to him. And then he picked Stacey, who's a star in that organization, and told her congratulations, Stacey. In addition to your day job, you are now in charge of the Agile transformation. Stacey cried, but it was all internal, but that's OK. They launched two pilot projects. They were doing scrum. It was very successful. So he sent out a memo to all of IT and said, by the end of the year, we're going to all be Agile. Any questions? No one asked questions, so the memo went through. And the plan is to launch five new pilot teams, or five new teams every quarter. And by the way, the CIO is very committed. So he's meeting with Stacey once a month to make sure that teams are actually adopting Agile. And they are getting an Agile tool to make sure that things are good and consistent. Any questions? Does this look familiar to anyone? Yep. Do you know Jack? Are you Stacey? Maybe? OK. So the question we're going to talk about in this session basically is, is Jack's plan sustainable? Is it organizational level? And will it really yield agility?