location_city Washington schedule Oct 15th 10:00 - 10:45 AM place Room 5 people 14 Interested

In 2001, a group of software developers got together in Snowbird, UT, and created the Agile Manifesto. The Manifesto was a statement of core value and principles. The core values are:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

These four values are supplemented by 12 principles of agile software. The original 17 signatories were joined by thousands of additional people with the ability to sign cut off in 2016.

These principles are the foundation of much of the work in agile that has occurred in agile development, but have been mostly frozen as practices and agile has evolved.

Modern Agile has been created recently to update the underlying foundational values and to provide a focus beyond software delivery. Those four values are:

  • Make People Awesome
  • Deliver Value Continuously
  • Make Safety a Prerequisite
  • Experience and Learn Rapidly

This talk will walk through this reimagining of the agile values and what they mean for delivery within a government context. We will take each value and look at government cultural and technical challenges and opportunities to advance modern development practices.

 
 

Outline/Structure of the Talk

Brief history of agile and evolution to Modern Agile

  • Make People Awesome
    • Government context
    • Cultural challenges and opportunities - examples from USCIS and USDS where employees and contractors are being enabled to experiment and work through autonomy, mastery and purpose
    • Technical challenges and opportunities - examples highlighting Lean UX to help make people awesome
  • Deliver Value Continuously
    • Government context
    • Cultural challenges and opportunities - Examples of change in focus for deliverywith changes to small deliveries multiple times as seen in various RFPs across multiple agencies
    • Technical challenges and opportunities - Examples from CI/CD pipelines at USCIS enabling multiple zero downtime deployments a day
  • Make Safety a Prerequisite
    • Government context
    • Cultural challenges and opportunities - How to address risk aversion and making people safe to experiment and learn
    • Technical challenges and opportunities - Oversight of technical delivery in an automated way to enhance overall safety of rapid deployments
  • Experiment and Learn Rapidly
    • Government context
    • Cultural challenges and opportunities - Experiment wall at USCIS ATD and the results of that experiment
    • Technical challenges and opportunities - Rapid adoption of new tools and the use of them
  • What does this mean and where do we go from here?

All sections will be interactive with techniques and ideas generated from the participants as well as seeds from me with the underlying thoughts and value

Learning Outcome

Apply Modern Agile values out onto current work

Start generating solutions for government challenges that Modern Agile can help frame

Deliver new ideas to coworkers and clients for ways of thinking about the problems

Expand Agile beyond software delivery

Target Audience

Anyone interested in Modern Development and Agile beyond just software

Prerequisites for Attendees

No requirement for prerequisite to get value out of this session, but some knowledge of the agile manifesto and government would be useful.

schedule Submitted 2 years ago

Public Feedback


    • Richard Cheng
      Richard Cheng
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      In this lightning talk, we explore the 5 attributes to look for in a ScrumMaster:

      • Knowledge - Deep knowledge in Agile and Scrum
      • Experience - Deep experience with Scrum teams and in Agile environments
      • Coaching - Deep understanding of Coaching concepts and techniques
      • Facilitation - Deep understanding of Facilitation concepts and techniques
      • Servant Leadership - Deep understanding and desire to enable success for the teams and the organization

      From there we look at the ScrumMaster's progression for removing impediments and addressing issues:

      • Did we talk about it in the Retrospective?
      • Did we discuss the impact?
      • Did we identify root causes?
      • Did we come up with solutions?
      • Have we tried the solutions?
      • What were the initial results?
      • What are next steps from here?

      We use the steps above to ensure:

      • Our teams are not making the same mistakes time time after time
      • Our teams are not having the same issues arise time and time again
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      Gene Gotimer
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      In late 2017 I took over maintenance on an open-source project. Now I have no restrictions. The sky's the limit. No one is around to tell me what I can't do. So why don't I have my dream pipeline in place yet?

      I'll talk about the trade-offs and compromises I made when building out the pipeline. Why I decided to focus on some tools and tests but skipped others, and what I need to do or change to make this delivery process the pipeline I've always dreamed about, now that I have no one else to blame.

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      We all know the story of how the Agile ‘Software Development’ Manifesto emerged out of Snowbird in February of 2001. And we all know that Agile is still the current best practice for software development. What remains to be fully realized is that Agile has evolved to a best practice for business in general; a way of life for that matter.

      I had the privilege of bringing Agile into business over the last couple years. In that time, I introduced my executive leadership team to Business Agility. After getting executive participation in the inaugural Business Agility conference in Feb 2017, we partnered together to seek the benefits of a comprehensive Business Agility adoption.

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      • Revenue and growth accelerate as we focus the company’s resources on delivering in the most valuable way
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      • Employees are more capable as corporate practices are more meaningful and less taxing
      • Back-office tools and data are integrated into a unified experience allowing real-time awareness and predictive analytics, increasing effective decision-making and enabling empowerment at lower levels
      • Employees are happier. Customers are happier. The corporate bottom-line reflects this happiness.

      I am enthusiastic about the spread of Agile beyond IT. And as such, I am excited to illustrate the brilliance of Business Agility to session participants, adding examples from my most recent corporate transformation effort to exemplify the mindset and practices presented. It is my interest that participants come away with an understanding of how Agile mindset and practices benefit the corporate back office as much as they do software delivery, and how their companies can begin to benefit too by applying what they learn from this presentation.

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      Regardless, greenfield projects provide a unique opportunity for us as DevOps professionals. You don't have the established baggage of a legacy project. The project is probably open to modern tools and architectures. The project is trying to set up team structure that will have the right skill sets.


      The problem is: where you do you actually start with greenfield projects? When we introduce DevOps to an existing project (brownfield) we have a unique set of challenges and we can prioritize where to start based on our biggest problems. What do you do when you have a blank page? "Do everything!" Well, what actually makes up "everything" and where do we start?


      Putting a solid DevOps solution in place involves some key things. You can follow the religion of the "Three Ways of DevOps" (fast delivery, fast feedback, constant learning) made popular by Gene Kim, but you still have to start somewhere. In this talk, I'll provide a pragmatic formula to setting up well-integrated teams, establishing a DevOps platform, organically growing an initial DevOps pipeline with continuous integration and continuous delivery, establishing some (useful) standards, and guiding the system architecture to support rapid build, deployment, and testing.

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      Elevator Pitch:

      Agile Transformation is harder than it needs to be because we often find ways to consciously or subconsciously sabotage our efforts if we can recognize this behavior it is possible to intervene and make a change for the positive.

      Abstract:

      Have you ever been on a project where it seems like team members are preventing the team from getting better? Why do they do that? I don’t know either- a psychologist might have to answer that. What I can tell you about is my experiences in seeing teams become their own worst enemies and unwittingly sabotaging the projects they are trying to make successful. My goal is to help you realize when you or those around you are behaving in a way that is going to lead the team plateauing or even failing. I have often found that many teams can get stuck, or plateau, at a certain point along the continuum of agile maturity. These teams can meander around without getting better or even changing anything for long stretches of time. I have also worked with teams that put so many hurdles in their own way that they had no option but to fail. They often fell back into old patterns and gave up hope that things can get better. As an Agile Coach, I have often felt that one of the most valuable things I can share with the people I coach are my failures. I have worked on Agile projects for a long time, and I have failed in many different ways. Having been through failure, I have learned that to keep getting better you have to recognize the things that you do that lead to plateaus and failures to overcome them. This talk is for coaches and team leads who want to make sure their team isn't getting stuck in a rut, or who are trying to get out of a rut with their health and sanity intact.

      Failure signs and examples

      No process is defined and followed

      • ex. Projects that claim to be agile without any experience or training, or doesn’t have basic agile practices such as retrospectives, I.e. we are agile because we have hour long daily standup meetings.

      Process practices are ignored or removed with no compensating practices

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      Automation is not valued or planned into work

      • ex. We will automate tests later. Often that later never comes and the team is left with a code base that is hard to maintain and change because you don’t know what your changes break.

      No stakeholder expectations management

      • ex. The only way a project can negotiate scope and or schedule is to actively manage stakeholder expectations. An example of unmanaged expectations is the PO that never says no to a feature request or the executive that decides what must to delivered and when it must be delivered.

      Quality and testing practices are an after thought or short changed on schedule

      • ex. Teams that don’t complete sprint commitments because the testers get coded stories too late in a sprint to do all the required testing and the rest of the team isn’t held responsible to help test.

      No negotiation allowed in deliverables and or schedule

      • ex. Executives that dictate all of the terms of a project before a team is even selected.

      The team doing the work didn’t estimate the work but are held to an estimate

      • Many government projects have such a long procurement cycle that no one from the proposal team is put on the project.

      Part time team members are in the critical path

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      Heavy team turn over

      • ex. Heavy turn over is a sign of a project that isn’t on track, even if it hits its deadlines the quality and output will suffer.

      Political motivations more important than team’s ability to do work

      • ex. If the team is setup to fail for reasons outside the team, they will most likely fail.

      Distraction from issues outside the work that needs to be done

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      Examples of what can be done to avoid failed projects:

      Focus on shielding the team from outside influence

      • Have the team focus on the things they can control and prevent outside issues from distracting the team.

      Negotiate delivery with the team

      • The team can develop an understanding of what it can deliver. Trying to make the team do more is going to lower quality and potentially make the project take longer.

      Management of stakeholder expectations

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      Focus on technical excellence, quality, and automation

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      Hire motivated team members and make it possible for them to work

      • People who care about what they are doing will always be better than the cheapest people that don’t care. Hire people who care.

      Maintain a progressive planning pace for getting requirements ready

      • Agile requires planning at different levels, skipping a level for any reason means there are going to be disconnects between your stakeholders and the people doing the work. Disconnects means the project will not product the results you want.
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      Antarctica is a place that truly drives home why we need both planning AND, even more importantly, the ability to respond to change. This trip helped me fully appreciate how true this value is - and not just in software development. And after being stuck in Antarctica six days longer than planned, it also built up my empathy for team members struggling with dynamic situations!

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      2. Where to find talent/skills currently in your organization?
      3. How to introduce Mobbing to accelerate the learning?
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      Hina Popal - Reviving Retrospectives: How to make them more than just an end sprint of calendar invite

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      Join us as we discuss some of the friction Agilists can encounter on data teams, as well as some validated ideas for meaningful solutions.

    • Trent Hone
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      Agile at the team level fosters self-organization by leveraging constraints. Timeboxes, Work in Progress (WIP) Limits, and clear operational definitions are excellent examples of the kinds of constraints teams regularly employ to deliver reliably. Are you familiar and comfortable with these ideas, but uncertain how to apply them at larger scales? Are you looking for techniques that will allow you to harness the creativity of your teams to enable self-organization at scale? If so, this session is for you.

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    • Gene Gotimer
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      Yogita dhond
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      The idea of dynamic re-teaming has been working for us for over 18 months now. We have seen several interesting outcomes from this implementation. For one, the developers, testers and Scrum Masters are constantly on their toes - no one gets too comfortable with their team. But since we are all part of a large 16 team program, we still have managed to build camaraderie, owing in part to team members being reassigned across teams. In supporting a large IT organizations, most of our teams work on small applications for a period of 3-6 sprints. At the end of each such application, the team starts work with a new product owner. This forces the team to do a "reset" and allows them to examine the good, the bad and the ugly from their previous experience. It almost gives the team a chance to wipe the slate clean and start over. This alone has been a great source of inspiration for the teams to continue to grow. Another example of re-teaming is when someone from the development team rotates into a production support team. This idea was initially put in place to ensure that every developer has the experience of fielding user calls for the application that they put out. Being on the receiving end of these calls allows the developers to grow understanding the problems, first hand, from a users perspective. After their rotation, the developer goes back into a team with a renewed motivation to write better code.

      Dynamic re-teaming is core to what we do and I would love to share some experiences in this talk.

    • Donald Patti
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      But, Snap Circuits have the added advantage of requiring a small amount of technical learning during the simulation that make it a closer match to the technical obstacles faced by a typical Scrum team.

      In this workshop, you'll learn one "Scrum in a Snap" simulation exercise. In addition, we'll provide you with a few other "Scrum in a Snap" ideas and encourage you to experiment on your own. Four lucky attendees will also win their own Snap Circuits kit so they can develop their own Scrum games.

      Past participants in "Scrum in a Snap" have said "The best Scrum exercise I've ever done", "I can't believe how much it's like coding - without actually coding", "What a blast - I'll never forget this activity!" and "Where can I buy one?"

      Attend this workshop to see why.

    • Hunter Willett
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      Hunter Willett
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      Case Study
      Beginner

      We have all been there, a shiny new and improved framework is released and we must implement it, but is this always the answer to improve your Agile organization? Frameworks are needed and provide guidelines for teams but if the teams/companies do not follow the principles and fundamentals of the Agile Manifesto it makes it very difficult for the framework to be successful. The belief is that switching up the specific framework is the answer but they soon realize that the framework is not the main issue that is the driving force. This can leave the teams/companies in a tough situation after committing to a framework that they are not ready for.

      I will be sharing my experiences across multiple different companies on how this assumption has let them down and how we had to return the teams back to the fundamentals to solve the issues they are experiencing.

    • David Bujard
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      David Bujard / Chris Meaker / David Fogel - Impossible deadlines? Fail safely, learn rapidly with Spaceteam

      45 Mins
      Workshop
      Beginner

      Communication chaos under looming deadlines - sound familiar? We'll level up our teamwork, practice rapid learning, and identify ways to calm the chaos and focus on getting to done, all using Spaceteam, a chaotic and collaborative card game.

      You'll work with your teammates to repair a failing spaceship before it falls into a black hole. in order to escape, you'll communicate problems, request help, assist colleagues and respond to constant change -- all in five minutes!

      You'll learn from your failures, improve as a team, and gain insights into what helps organizations and teams collaborate effectively and achieve flow.