• Process:- Stand-ups, Retros, Huddles, Velocity, Burn-downs
• Platform:- This is when you put the money where your mouth is. It requires investment in test automation, continuous integration, taking up a test driven development approach and so forth. Many organizations do not see this facet. We will require to have very high QA to Dev ratios to support automation. The traditional 1 QA to 4 developers will not work. Similarly, we will need machines for Continuous Integration, a stable test environment as well as staging environments. All this requires money.
• People:- While we give lip-service to empowering the teams, how we do it is very important. Teams need to speak to the customer regularly. They should be in a position to take feedback as well as push-back to the customer where required. Without this element, one will never have an involved team.

While most books and articles discuss on the process-side, the other two Ps to my mind is far more difficult to get a handle on. 

Overall the talk was well received. There were many questions around handling the customer, handling senior management reviews and handling quality function requirements around metrics. All of this tells us, that the transition will not be successful. We cannot transpose Agile into the existing framework of how organizations manage projects. One needs to think inside-out.
What surprised the audience was when I mentioned that we need to have the customer  involved with us on a daily basis for about a couple of hours. Many members said, their customer cannot invest so much time on the project. Then Agile is not for them.