Uncovering agility enablers and sustainers
The first statement in the agile manifesto is “We are uncovering better ways of developing software by doing it and helping others do it. The keyword here is uncovering. The question is not whether government should try agile or not? The real question is what does agile government really mean? Is it a methodology that is applied across the board for different agencies or is it enabling and sustaining agility using a set of practices that is suitable based on constraints and reality?
Every government agency has different core competencies as well as a different environment. Identifying a set of practices that don’t align with those core competencies can cause a failure in agile implementation. This may conclude that agile in the government has failed when in reality, it was a failure of certain practices that don’t align with the core competencies.
In this session, we will explore the core competencies and how they align to the adoption of certain practices in the government. They will share stories on how to assess those core competencies as a model that has been used in large scale implementations.
Outline/structure of the Session
- Introduction and group exercise (5 min)
- Explaining the anatomy of an agile practice (15 min)
- Identify the agile practices at your organization - Group exercise (10 min)
- Walk through the enablers and sustainers (10 min)
- Group discussion about which enablers and sustainers are applicable to your organization (10 min)
- Measuring where you stand with agility (10 min)
- Q&A (15 min)
- Define the anatomy of an agile practice
- Introduce organizational core competencies, enablers and sustainers
- Understand an alignment model for core competencies and practices
- Develop a set of core competencies for their agency
Federal Managers, Project Managers, Change Leaders, Agile Coaches and Business Analysts
schedule Submitted 3 years ago
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