Don't fall victim to "if it ain't broke, don't fix it" - Be the change

Have you ever imagined how our ancestors built Stonehenge, the Great Wall of China and the Pyramids without the tools and technology that are available to us today? Now imagine today’s world without the internet, smart phones and technology. What do you see? I see that there have been generations before us and there will be generations after us which will develop ways to survive, excel, and perish. One thing that is constant is change. Most of the organizations today acknowledge that change is good and have discussed it in great detail; however, but fall short in realizing the change.

Change is an absolute truth. No one can agree with this more than organizations in today’s cut-throat competition, where constant change is the norm for their survival. Organizations which are slow to respond to change or resist change are on the verge of being obsolete. They need to change for various reasons such as external competition, market pressure, performance issues, changing workplace demographics, globalization etc. Organizations which invest in proactively responding to change are more likely to not only survive or but also emerge as leaders, creating new markets which never existed before. When organizations are successful, they become complacent and continue to do what worked, but in doing so you keep getting what you were getting; where is the growth in that? The main reason for organizations to resist change is in their mindset; change is perceived as negative or with skepticism. How many times have we heard the phrase “if it ain't broke, don't fix it.” Many organizations have fallen victim to this mindset and have become extinct.

 
 

Outline/Structure of the Talk

Introduction -- 5 min.

Understanding change  -- 5 min

People, Process and Technology - 5 min

The 5 R's  -- 5 min

Systems thinking  -- 5 min

A Federal Agency Case Study - Successfully driving change -- 10 min.

Wrap Up/Questions -- 10 min.

Learning Outcome

In this session we will discuss why organizations fail to realize change and how can they leverage on using people, process and technology as a collective change agents as opposed to viewing them separately for realizing change. We will delve into how to build the systems thinking view of the complete organization in relation to its environment.

We will also share lesson learned in successfully driving change in a federal agency with Agile & DevOps initiatives.

Target Audience

Any IT and Business personnel who embrace change

schedule Submitted 4 years ago

Public Feedback


    • Liked George Paci
      keyboard_arrow_down

      George Paci / David W Kane - CardUnit: A Unit Testing Simulation

      45 Mins
      Workshop
      Beginner

      It can be difficult for developers to find the motivation to write automated unit tests.  This workshop introduces a simulation that can demonstrate the value of automated unit tests to identify and localize defects.  In the simulation, participants will play the roles of programs and tests.  We will discuss barriers to creating and maintaining unit tests, and how this simulation addresses those barriers.

      Theme: Games for Learning, Code and Test

        (We have not published slides for this workshop.  "Slides" link below is to representative slides from other presentations.)

    • Liked David W Kane
      keyboard_arrow_down

      David W Kane / Deepak Srinivasan - "Hitting the Target" - Business Value in Mission-Focused Organizations

      45 Mins
      Workshop
      Beginner

      In the simplest of terms, software development decisions for commercial organizations can be reduced to a calculation of whether the cost of developing the software will be outweighed by the estimated revenue generated or costs saved by the software.  However, as Mark Schwartz points out in his book, “The Art of Business Value Paperback” this simple explanation is insufficient for commercial organizations, and not applicable for government and other non-commercial organizations for whom the impact of software isn’t primarily measured in terms of revenue.  

      In this session participants will experience a simulation that has been created to explore these question of how to make decisions about investments to deliver mission and business value by examining the impact of these decisions on the performance of organizations in changing environments.

    • Liked John Hughes
      keyboard_arrow_down

      John Hughes - Impact Mapping Workshop - Learn to deliver business impact, not just ship software

      45 Mins
      Workshop
      Beginner

      Impact mapping is a powerful practice that ensures we are delivering work that directly impacts our business goals and mission objectives.  Our roadmaps and backlogs are usually littered with pet projects, squeaky wheels, and recent ad hoc items that gain priority just because they are the latest shot across our bow.  With a tool such as impact mapping, we can stand firm knowing our real priorities, and fend off these common challengers.

      Impact maps visualize quantifiable benefit that deliverables should produce towards our business objectives.  They allow us to focus our work on those deliverables that move the needle the most, not just deliver features.  The practice is a great way to communicate assumptions, create plans, and align stakeholders as well as aid in strategic planning, roadmap management, and defining quality.  Happily, it is also significantly less bureaucratic and much easier to apply than many alternatives.

      This workshop will provide an appreciation for the power of Impact Mapping and walk you through building your own Impact Maps.  You will learn techniques for creating Impact Maps as well as facilitating an Impact Mapping session.  You will leave the workshop with a usable Impact Map of your current project, or other of your liking, that can bring immediate value to your road-mapping, backlog grooming, and software delivery.

    • Michael Peter
      Michael Peter
      CTO
      Liquid Genius
      schedule 4 years ago
      Sold Out!
      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 Paul Boos
      keyboard_arrow_down

      Paul Boos - Mind Meld: Why Pair Programming Works

      Paul Boos
      Paul Boos
      IT Executive Coach
      Excella
      schedule 4 years ago
      Sold Out!
      45 Mins
      Workshop
      Beginner

      So why does pair programming (or any form of pairing really) work? Well rather than tell you why, let's experience it! 

      This is a simple 3 round exercise that you can do with your teams and managers to demonstrate the benefits of pairing. It will show the linkage between having a shared mental model through collaboration and ease of integrating the resulting work.

    • Liked Amber King
      keyboard_arrow_down

      Amber King / Jesse Huth - Forming Self-Selected Teams: How to Create Happy, Empowered, and Effective Teams

      45 Mins
      Talk
      Intermediate

      How do you create excited, engaged, happy, and effective teams? Start them off right by letting your engineers choose their own teams and projects! Through a proven technique called self-selection, Opower was able to turn a tribe of 40 engineers, many of whom were unexcited about continuing to work on the same old products, into six high-performing teams with engineers who were excited to embark on a new adventure, acquire new skills, and ship awesome code.

      In this session we will cover the self-selection process: what it is, generating buy-in & excitement, preparing your teams, running a self-selection event, dealing with concerns throughout the process, and measuring the success of your process. This talk is for anyone who wants to create better teams including Agile Coaches, Release Train Engineers, Program Managers, individual contributors, and other organizational change leaders.

    • Liked Andrea Goulet
      keyboard_arrow_down

      Andrea Goulet - Vulnerability: The Key To Successful Agile Adoption

      Andrea Goulet
      Andrea Goulet
      CEO
      Corgibytes, LLC
      schedule 4 years ago
      Sold Out!
      45 Mins
      Talk
      Beginner

      Software development culture has been dominated by the hero. Rock stars, ninjas, and 10Xers have been the center of attention, giving the skewed perception that great software is the result of a single amazing developer. But this couldn't be further from the truth.

      In this talk, Andrea Goulet, the CEO of Corgibytes, will share her experiences using vulnerability and empathy as drivers for Agile adoption and culture building. 

    • Liked Katy Saulpaugh
      keyboard_arrow_down

      Katy Saulpaugh - The Agile Reorg: A Survival Guide

      45 Mins
      Talk
      Intermediate

      Reorganizations are notorious for being "a wonderful method for creating the illusion of progress while producing confusion, inefficiency, and demoralization" (credit to Charlton Ogburn). Yet in many cases they are necessary to create the cross-functional, self-organizing teams that succeed the most with the agile mindset. Because reorgs are so painful, many teams and organizations are reluctant to look at team structure at all, and the agile journey is over before it even begins. The result? Organizations and teams are siloed, hierarchical, and process-heavy. If an organization is structured right, it can create fertile ground for a truly agile enterprise. This talk will outline how to approach reorgs for agile teams and minimize the pain using change management techniques.

       

    • Liked Sumedha Ganjoo
      keyboard_arrow_down

      Sumedha Ganjoo - 99 problems but Scrum ain't one

      45 Mins
      Talk
      Beginner

      Scrum is a project management framework and does not specify a set of how-tos or checklists that some other development processes define. Since Scrum can be implemented in various ways, it is easy—and often common—to misinterpret Scrum’s guidelines and make mistakes while implementing it. A new team, in their eagerness to “go agile” and adopt Scrum, often succumb to common pitfalls. Being aware of these mistakes is the first step toward avoiding or resolving them. Sumedha Ganjoo discusses and shares examples of some common mistakes that she notices new teams making. Examples include shared and unclear Scrum roles, excessive estimation, accumulating technical debt, failing to capture non-functional requirements including quality, and not having an effective retrospective. Scrum offers the opportunity to incorporate feedback iteratively, and watching out for these mistakes enables us to deal with them sooner. Learn about these mistakes, review your processes, and determine if you can improve the way your team does Scrum.

    • Liked Chris Murman
      keyboard_arrow_down

      Chris Murman - Things Are Broken: A Case Study In Moving Tooooooooo Fast

      Chris Murman
      Chris Murman
      Agile Consultant
      SolutionsIQ
      schedule 4 years ago
      Sold Out!
      45 Mins
      Case Study
      Intermediate

      “Move fast and break things.” — Mark Zuckerberg

      Mobile is no longer a hobby for companies. In that world, speed is the key. My company embraced the principle of “welcoming changing requirements, even late in development.” It’s allowed us to grow, and we have accomplished some amazing things.

      It’s also caused some challenges for teams. They felt the pain of this pace, and our clients were frustrated by delayed releases.

      This presentation describes a 3-month case study I ran to measure things like team communication, productivity, and quality while implementing Scrum for the first time. The results were convincing, and allowed us to learn what happens when you value speed more than anything else.

      I hope you’ll join me in seeing how we learned to work smarter instead of harder.

    • Liked Rich McCabe
      keyboard_arrow_down

      Rich McCabe - 10 True Commitments Agile Teams Need from Management

      45 Mins
      Talk
      Beginner

      A team can’t “become agile” in a vacuum. The “contract” that management and the surrounding organization makes with the team needs to become agile as well in order for the team to be effective. There are 10 commitments that a team's management/stakeholders frequently fail to support fully , even now that agile approaches have arguably become predominant in software development. This presentation enumerates those 10 commitments, and contrasts them with the cheats that organizations typically try to substitute in place of true commitment.

    • Paul Boos
      Paul Boos
      IT Executive Coach
      Excella
      schedule 4 years ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      We've all heard it; the only constant is change. When an organization begins a journey for Agile Transformation, the changes piles up... Unfortunately most change management approaches focus on creating a project-oriented plan for this. Other approaches like Lean Change are more emergent, but aren't specifically designed to help people to cope with change itself, only to help make the steps smaller. Let's explore some complementary people-centric approaches:

      • Transition Management to help people make the journey through the wilderness
      • Appreciative Inquiry to build on the current strengths, and
      • The Power of Habit, to help people unlearn what is unwittingly holding them back

      As we talk through each of these, we'll focus on the role of leadership and how these techniques can help people become willing, as opposed to being coerced, partners. We'll close with a brief discussion on how to engage people creatively with storytelling and such approaches as Open Space, World Café, and other workshops. In thinking on techniques that complement change management approaches, we can improve the effectiveness and willingness of the people in the organization to join in.

    • Liked Scott Blacker
      keyboard_arrow_down

      Scott Blacker - Help! My Teams are Agile but my Execs are Waterfall!

      45 Mins
      Talk
      Beginner

      Organizations in the midst of a bottoms-up agile transformation can find themselves in a quandary. Even though some (or even all) teams may have adopted agile at the developer / program level, PMOs are often still required to plan, resource, and report on progress with almost no consideration given to the methodologies of the underlying work. 

    • Liked George Paci
      keyboard_arrow_down

      George Paci - Is your team Wholly Tool-Focused?

      George Paci
      George Paci
      Sr. DevOps Engineer
      MAXIMUS
      schedule 3 years ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      The Agile Manifesto says, "Individuals and Interactions over Processes and Tools," but what I increasingly see in practice is "Tools are the Process, mediating all Interactions between Individuals."  Two years ago, I pointed out the dangers of letting planning tools take over your planning meetings.  I didn't realize that they could take over standups and even intra-team communication as well!

      This talk will show how to get out of the Wholly Tool-Focused trap by (1) clarifying the questions your team should be asking about your process and tools and (2) presenting alternative physical tools with a proven track record.

    • Liked WROBLEWSKI, Walther R.
      keyboard_arrow_down

      WROBLEWSKI, Walther R. - Servant Leadership; Lessons Learned from the Military

      45 Mins
      Talk
      Beginner

      Servant Leadership; Lessons Learned from the Military

      Abstract:

      More companies are adopting the Scrum methodology of Agile software development. They jump in and start learning about the three roles – Product Owner, self-directed development team and Scrum Master. They may even bring an Agile Coach in to help them learn Scrum. The roles and responsibilities of Product Owner seem straight forward and understandable. The roles and responsibilities of the development team are known and understood. Although there are some questions around the “self-directed” part. And then there is the Scrum Master. Issues arise about the nature of the role. Is the Scrum Master really just another name for project manager? And issues arise over who should fill the role of Scrum Master. Is it really a full-time job? Should the Product Owner and Scrum Master be the same person?

      Key expectations of the Scrum Master include, in no particular order:

      The Scrum Master is a facilitator

      The Scrum Master is a coach

      The Scrum Master is custodian of the framework

      The Scrum Master foresees, heads-off or removes impediments from the team

      The Scrum Master uses a Servant Leadership style.

       

      That last bullet, Servant Leadership is a concerning one. Some managers think Servant Leadership is too lose. The supposition is no one is really in charge. Again – who is the project manager? Who is developing the development team into a self-directed team? To counter concerns, ten lessons learned from the military‘s experience with “Servant Leadership” will be shared.

      There has not been a lot of discussion of “Servant Leadership” in the military until just recently. And there has never been only one style of “military” leadership. However “Principled Leadership” as taught at the United States Military Academy at West Point has a long, successful history in the military.  

      To use the military experiences we will first discuss and compare Servant Leadership and Principled Leadership to establish a parallel between the two.

      We will define and discuss Servant Leadership by going back to, what is widely acknowledged as, the modern genesis of Servant Leadership – Robert Greenleaf’s 1970 seminal essay, “The Servant as Leader”.

      Then we will define and discuss Principled Leadership as taught at West Point and detailed in Larry Donnithorne’s book, “The West Point Way of Leadership”.

      Having established the similarity between Servant Leadership and Principled Leadership, we will look at Lessons Learned from the military.

       

    • Jason Bowers
      Jason Bowers
      Sr. Manager
      Deloitte Consulting
      schedule 3 years ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      While there are many examples of Agile  methodologies being used in government, the number of agencies realizing success from it is much lower. A recent survey of Federal CIOs shows that while over 90 percent of respondents reported some form of Agile adoption, 50 percent believe they are ineffective at implementing Agile.

      So why the gap? If agencies can stand it up, why are they stumbling to realize the promises of Agile?

      Understanding this gap and the reasons causing agencies to stumble will help you to recognize similar issues impeding Agile adoption, understand ways to address those challenges, and reflect on your own journey transitioning to Agile. 

      This presentation will address these questions by telling the story of ongoing Agile adoption within the IRS around a large-scale IT modernization project. It will describe the organizational characteristics that challenged Agile adoption and integration, and share lessons learned through our Agile journey to date.

    • Liked Rupesh Kumar
      keyboard_arrow_down

      Rupesh Kumar - How Scientific Method complements Business Value? - Lets take a look

      45 Mins
      Talk
      Beginner

      Product owner provide requirements and its business value to IT which in turn works on building a solution. Usually the focus is geared towards building the correct solution based on customer’s requirements. But can we guarantee if the requirement and the business value provided by the customer is right? Does the product owner really know if their requirement adds value? We propose a shift in how the requirements should be processed. Instead of accepting requirements based on business value and customer’s need, we suggest a scientific method of evaluating a requirement to see if it really does add any value prior to adding it to the backlog. Most of us in our early school years might have studied in science the scientific method for asking and solving a scientific question.

    • Liked Rupesh Kumar
      keyboard_arrow_down

      Rupesh Kumar - The other side of Agile - What can we learn from it?

      45 Mins
      Talk
      Beginner

      We all know how paramount collaboration and communication is among members for success in the Agile world. People, Process and Tools are the three pillars of any organization. This session will focus on the people aspect of Agile. Teams are made of people who come together to work on a project from their diverse backgrounds - each of whom bring with them their respective personalities which has developed and evolved over time. According to the Myers-Briggs indicator, there are 16 personality types and each personality type has its own pros and cons. An organization’s success is largely dependent on its team’s personality which in turn is driven by the personality of each and every team member. In this session we will explore questions like – What has personalities to do with Agile? Why do we care? What is the impact of personalities on an organization’s success? Which type of personalities promotes team members to thrive? Which personalities create bully behavior in the team and toxicity in the organization? Can personalities evolve over time?