• Lisa Schlecht
    Lisa Schlecht
    schedule 8 months ago
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    45 mins
    Talk
    Intermediate

    Does any of this sound like you?

    • You’re a changemaker working on a complex problem either as an entrepreneur or intrapreneur. You have some resources for making change but will need to work with partners, policymakers, or others to scale your impact.
    • You’re a product manager, business analyst, designer, architect, or systems engineer in a large organization.
    • You’re working on a difficult problem which will need to be solved in phases over months or years.
    • You’re managing a portfolio of work that spans multiple time phases or teams.

    Are you running into any of these problems?

    • The product design cycle is taking too long.
    • You’re delivering value but getting a lackluster response from customers and stakeholders.
    • You have great ideas and the customer likes them, but there's no roadmap to get them into production.
    • You have multiple stakeholders, none of whom are on the same page.
    • You don’t have one single, completely informed decision maker who can make the final call.
    • You’re having difficulties reconciling modern experiences with legacy systems and business processes.
    • You have “wicked problems” to tackle but your organization is ignoring them in favor of low-hanging fruit. And you’re starting to run out of low-hanging fruit.
    • You’re having difficulty helping other people focus on anything beyond the latest fire.

    If any of that resonated with you, an Enterprise Design Sprint might be exactly what you’re looking for. Combining elements from agile, design thinking, enterprise architecture, and systems engineering, Enterprise Design Sprints will help you make sure that you're delivering value over the long term. This talk will cover the theory and mechanics behind planning and running your own sprint, with examples from the U.S. Department of Veterans Affairs. 

  • Michael Peter
    Michael Peter
    schedule 8 months ago
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    45 mins
    Talk
    Intermediate

    Agile methods help to build a repeatable and reliable pipeline of working code to production. Unfortunately, complex enterprises, including the US government, consider agile the solution to finding and solving all their copious and complex problem. In this space, agile alone is not enough. Reliable enterprise problem-finding and solution-creation techniques aren't yet embedded in the agile toolkit, but nonetheless that's the toolkit brought to bear on critical, complex organization-spanning issues. Typical problem/solution methods can create a local optimization (look at this great thing the team delivered!) but create a global failure (the team didn't consider the other systems and teams involved in the process, and broke them). This is the norm, not the exception, and why large project solutions are typically "meh", not "wow". Given agile is now the de facto approach, now is the time to focus on being exceptional.

    In this talk, we'll cover three years of the fight to achieve agile success on a critical project at the Department of Veterans Affairs: the struggle to enable an agile environment and the realization of what agile at scale REALLY means; the tactical and strategic efforts to identify the fundamental, success-blocking problems of the enterprise, and how to solve them; and what it takes, from discovery, analysis/design, code/test, and release to production, to deliver actual value, and not just "working code."

  • Liked Joel Bancroft-Connors
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    Restarting your agile transformation- An Agile Playbook

    Joel Bancroft-Connors
    Joel Bancroft-Connors
    Frank Balogh
    Frank Balogh
    schedule 8 months ago
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    45 mins
    Talk
    Intermediate

    Warning, road closed use alternate route.

    Has your agile transformation stalled? Are you treading water? Does it feel like your standups are just going through the motion?  Sounds like you need a Transformation bypass.

    Any agile transformation is a challenge and can stall if it doesn't get the right amount of attention. Maybe you had a consulting firm come in to lay out a roadmap. Only after they left the anti-bodies rushed back in. Or your tried to kick it off internally, to find yourself never getting off the ground despite executive support?

    This session provides a playbook for re-engaging (or engaging from the get go) an enterprise agile transformation. A week by week, play by play guide for enabling the change engine to get enough momentum to keep going despite the resistance.

    This playbook is based on what we are doing right now in the AOL Platform's division. From day one hitting the ground to when and how you roll out common training, to what you do next, and next and next.

  • Liked Atif Salam
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    Cracking the Code... Implementing SCRUM at Scale within Enterprise Data at Fannie Mae

    Atif Salam
    Atif Salam
    PHILLIP MANKETO
    PHILLIP MANKETO
    Dave McMunn
    Dave McMunn
    schedule 8 months ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    Fannie Mae, a leading source of residential mortgage credit in the U.S. secondary market, provides reliable, large­scale access to affordable mortgage credit across the country so people can buy, refinance, or rent homes. In November 2014, Fannie Mae’s Enterprise Data Warehouse completed a multi­year project to implement several thousand data attributes across numerous interfaces which were then integrated with various development organizations working in parallel; the results were sub­optimal. In January 2015, Fannie Mae undertook a brownfield initiative to transform Fannie Mae’s Enterprise Data Warehouse, responsible for sourcing, vending and provisioning data attributes, which informed numerous interfaces, as part of a larger Federal compliance mandate, to SCRUM. Initially, starting with two teams using SCRUM, the initiative progressed to six-teams implementing SCRUM­OF­SCRUMS, within 6 months. Thereafter, the SAFe framework was adopted encompassing twelve­teams (130+ team members) on a single Agile Release Train. As a result of transforming from Waterfall to Agile, Fannie Mae experienced a significant boost in productivity and reduction in delivery risks through the relentless focus on innovation and automation to ship "production ready" code with high and higher frequency. The transformation to Agile has revolutionized how the firm plans for the delivery of large scale ($100 million plus investment/year) programs, has significantly mitigated risk inherent in complex in integration between legacy and new architectures/applications, as well as between internal and external systems. Within the larger context of the transformation to Enterprise Agility, this Experience Report will focus on the changes to the organization, architecture, and technical practices required to implement data attributes every two­-weeks and the corresponding benefits realized.

  • Liked Ryan Jenkins
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    Going Agile, But Are You Leaving Your Teams Behind?

    Ryan Jenkins
    Ryan Jenkins
    schedule 8 months ago
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    45 mins
    Talk
    Intermediate

    Building an Agile organization starts with great teams and a positive culture, but what really happens when your organization starts to transition its product delivery to Agile?  How much focus are you putting on building the culture, teams and growing communities inside the organization to drive real, lasting change?  Do you have a strategy to change the organization and build better teams & communities or do you prescriptively follow a framework and hope the culture change follows?

    In transforming the way you work, focus on things that will enable the long term, sustainable growth of Agile throughout the organization, and the larger the organization the stronger the underlying community needs to be.  This is a key difference between the organization "being Agile" vs. "doing Agile" and one piece of the cultural transition.

    In this talk we'll explore team building and community inside an organization.  We'll look at what helps to enable a high performing team, how to grow your organizational communities around the team to enable them for success, how to prime the organization for the team's value delivery and finally how to spread the knowledge & culture to drive organizational change.  

     

  • Liked Beth Hatter
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    “One mission One Team” – Fostering Collaboration in Complex Federal Environments

    Beth Hatter
    Beth Hatter
    schedule 8 months ago
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    45 mins
    Talk
    Beginner

    In the Federal space, it is often a mix of government staff, multiple contractors and subcontractors making up an Agile projects and teams. While collaboration is a key pillar of an Agile mindset, it can be a challenge to build a collaborative environment in such a multi-entity environment. This talk will cover several case studies and will present:

    • How we successfully trained many teams of blended entities through a robust learning roadmap that covered everyone regardless of employer
    • How we worked to establish a ‘one team’ mindset through team building workshops and collaboration exercises
    • How we worked to establish cross functional collaborative teams, team norms, etc in a multi-contractor environment.
    • Successes, failures and lessons learned
  • Liked Cindy Shelton
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    Game of Thrones: Bureaucracy meets Agile

    Cindy Shelton
    Cindy Shelton
    schedule 8 months ago
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    45 mins
    Talk
    Advanced

    Max Weber and Michel Crozier both got it right when they described the ideal bureaucracy which is the number one impediment to Agile efficiency in the Federal government.   Perhaps a grand re-organization, accompanied by lots of "systems analysis," “customer participation," "cooperative federalism," and "interdepartmental coordination " might lead to something getting done.   Merely to state this prospect is to deny it.   There is not one bureaucracy problem, there are several and the solution to each is in some degree incompatible with the solution to every other.  There are inherent limits to what can be accomplished by large hierarchical organizations.  this though proving session faces the issue and suggests meaningful methods to approach bureaucracy as an impediment and address procedural stagnation, attitudinal fixtures, rule-bounded-ness with interventional strategies.   By understanding ecology of agile governance, strategies can be designed to evolve a system with procedural innovativeness, attitudinal mobility, rule flexibility and wider interest.   A very complicated subject, but one that shouldn't be ignored because it is hard to solve and can't be fully addressed in 45 minutes.

  • Liked Scott Richardson
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    Transform the Corporate Ecosystem for Enterprise Agility

    Scott Richardson
    Scott Richardson
    schedule 7 months ago
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    45 mins
    Talk
    Advanced

    You have made great progress at the team level with Agile, but your company still does not feel nimble and responsive.  What is wrong, and what can you do about it?

    In this talk we show how executives and senior leaders can transform their organization/company to create a truly Agile Enterprise, by transforming corporate functions and enterprise shared services.  

    The corporate ecosystem outside of teams must be transformed to achieve enterprise agility, but it is beyond the scope/authority of team members, managers, and consultants to make these necessary changes; these transformations can only be done by senior leaders and executives.  From an executive's viewpoint we will describe the nature of the corporate ecosystem outside of teams and how - if properly transformed - enterprise services can be the missing link between team-level results and real company-wide agility.

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