I've said Yes to an Agile Culture ......Now What ?
Never has there been more discussion on the need to provide a collaborative environment for diverse team members-and there is a plethora of visual tools, remote communication services, workplace designs for co-located and geographically dispersed teams-With this deluge of "stuff" required, there are probably just as many questions from Agile Leaders on exactly how to define, then implement, the "right" culture to be successful.
Starting with 2 Agile Leader User Stories-"I want to define, implement, and sustain Agile Values so my teams understand and embrace those values to be successful" and "I want to set and communicate a vision compatible with Agile Values to develop a healthy Agile Organization"
This presentation will focus on providing a set of Agile User Stories and the accompanying techniques, ceremonies, and behaviors associated with defining and implementing the desired Agile Culture.
The User Stories and associated ceremonies and techniques, will help leaders and team members untangle the frustration over tool mania that doesn't solve cultural differences but provides a path instead to:
- Define desirable behaviors at the organizational level, with team members input
- Celebrate commonalities and differences
- Use techniques like Team Chartering to define common team goals
- Learn to Lead not manage and empower teams
- Introduce appropriate tools that are selected base don shared values and enable communication for all team members (Millennials, Gen X, Baby Boomers included!)
Outline/Structure of the Workshop
Framework for Agile Cultures
Interactive User Stories -mini session with audience
Evaluating your own organization's culture
Attendees will learn the difference between agile tools and an agile culture
Attendees will learn to define a set of desirable behaviors at the organizational level
Attendees will learn to develop user stories that define agile culture
Attendees will learn the difference between managing and empowering teams using the defined agile values
Agile Leaders, Agile Team Members
Prerequisites for Attendees
No pre-requisites required
schedule Submitted 8 months ago
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In the methodology world, we bifurcate methods and tactics into two broad categories: Defined Process Control (think DOD, government, and General Motors) and Empirical Process Control (think scrum). In the agile community, DPC=Bad and EPC=Good . This makes sense, because agile teams are like tribes - admit the best people you can, give them a basic operational framework, and let them decide how to perform. They don't need step-by-step instructions, audits, and checklists. Tribal knowledge is king.
But not all tribes are healthy. The modern mythology of tribalism - that tribes always have common purpose, are committed to ritual and positive communal spirit, and that all see the world through the same lens - almost never holds true at scale. The larger the tribe, the harder it is to maintain the values.
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- Leadership: Projecting values, providing infrastructure, enabling a strong, healthy self-organizing culture.
- Craftsmanship: Building a culture of quality related to all work, not just code, but with all ceremonies, techniques, and delivery at multiple levels of the organization.
- Affirming: Encouraging teams, at all levels of both the business and technology organizations, are delivering high quality products and services, and are demonstrating healthy and disciplined behaviors that are within established guide rails.
- Envisioning: Building an maintaining a cross-functional architecture for product/service definition that considers business and technical stakeholders, and establishes a definition of done and estimation techniques appropriate available information, for each level of the architecture.
Providing: Providing an organizational infrastructure to support effective agility, including methodologies, tools, physical space, technology, and training.
Teaming: Encouraging teams to adopt self-organizing governance infrastructure, demonstrate effective techniques for continuous improvement, and share knowledge and successes throughout the entire organization.
The foundation of this talk is the cover article of July's Better Software magazine, "Great Big Agile: An Operating System for Agile Leaders," and in the book by the same name being published by Spinger in 2018.
Don't try to scale agile. Agile is just fine. Scale the tribe instead.
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The APH is a behavioral model that is compatible and consistent with leading industry framework's such as SAFe, LeSS, or DAD, and is not a process or delivery framework. It focuses on behaviors that agile leaders and teams demonstrate while delivering value to their customers.
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