Lost in Transformation? Using the Integral Agile Model to Find Your Way out of the Maze
You think you have your transformation figured out, but then your efforts to address one issue, you create unintended consequences that become the next hurdle. The only way to find your way out of the transformation maze is to understand your complex ecosystem and plan for change. In this workshop, we will explore how leveraging both the Integral Agile Model and a framework, such as SAFe can lead to executing successful transformation strategies. Join us as we discuss how to pair the Integral Agile Model with your framework to create a holistic view of your entire eco-system of leaders, vendors, compliance needs, and policy. We will also explore how to bring organizational goals to life by creating a priorities-based roadmap. If you're feeling lost in transformation, this workshop is for you!
Outline/Structure of the Workshop/Game
This session is intended to help consultants, coaches, or anyone involved in an agile journey, understand their state of agile, and plan for the future. This will be an interactive workshop with some slides for key learning points. Using Training from the Back of the room methods, we will have the participants apply the knowledge by using worksheets and table activities to map their understanding of the concepts to their own context.
(5 min) Introduction & Objectives
(5 min) Activity: Participants identify what their agile transformation needs to be successful
(10 min) Introduction to the Integral Agile Model: How a holistic approach to organization analysis would help put you on a road to success
(10 min) Activity: Participants evaluate their organization using the Integral Agile Model by evaluation questions and standing in the space that they feel speaks to the gap in their organization
(5 min) Activity: Capture an organizational needs backlog
(5 min) Activity and Debrief: Compare and evaluate your initial list of needs with evaluation created using the Integral Agile Model with your table
(5 min) Close - Reference to additional resources + Q&A
Learn a model for a holistic approach to your agile journey Work with a transformation model and start to apply an agile framework Create a backlog of items for the organizations agile path Create a roadmap of prioritized items for your agile journey
Agile Coaches, Executives, Leaders in any part of an agile organization, anyone interested to learn a little about Integral Agile Framework
Prerequisites for Attendees
Attendees should have a basic understanding of agile and why they would want to adopt an agile approach in their own context.
If you would like to learn more about Integral Agile - Please visit http://www.trans4mation.coach/trans4mation-approach/ - This framework was developed by Michele Madore and Michael Spayd (a founder of Agile Coaching Institute).
schedule Submitted 7 months ago
People who liked this proposal, also liked:
Craeg K Strong - Kanban Antipatterns: What You Don’t Know Can Hurt YouCraeg K StrongCTOSavant Financial Technologies, Inc. d/b/a Ariel Partners
schedule 6 months agoSold Out!
In this interactive workshop we will examine multiple examples of Antipatterns observed in real-world Kanban boards. In each case we will identify the issues and discuss ways to improve the situation. We will review a number of better alternatives and see how the improvements map to the core principles of Kanban such as visualization, managing flow, and making policies explicit. Brand new to Kanban? Learning by example is a great way to get started! A long-time Kanban veteran? Come to see how many antipatterns you recognize and help firm up our Kanban Antipattern taxonomy and nomenclature!
Kanban is an extremely versatile and effective Agile method that has seen significant growth in popularity over recent years. Kanban’s flexibility has led to widespread adoption to manage business processes in disparate contexts such as HR, loan processing, drug discovery, and insurance underwriting, in addition to Information Technology. Like snowflakes, no two Kanban boards are alike. The downside to this flexibility is there is no well-known and easily accessible library of patterns for designing effective Kanban boards. Like Apollo engineers, teams are expected to design their board starting from first principles. Unfortunately, sometimes teams get stuck with board designs that may not provide the visibility and insight into their workflow they hope to see. Worse, some designs actually may serve only to obscure the situation. Working within the limitations of an electronic board can exacerbate the problem even further. Is all hope lost? Certainly not!
Let’s learn more about effective Kanban system design by examining what to avoid and why. Learning by example is effective and fun!
Glenn Buckholz - Moving Your Pipeline to Kubernetes, Things I Wish People Had Told MeGlenn BuckholzTechnical ManagerCoveros
schedule 6 months agoSold Out!
Kubernetes married with a cloud provider elastic, highly available infrastructure. Many CI engines today (Jenkins, Bamboo, Gitlab, CircleCI), provide native integration with kubernetes so that your build and deploy workload can be elastically executed. This allows your pipeline to meet the needs of your schedule, be it the 4pm pile on to commit code before going home, the mad rush to get a hot fix to production, or the surge of an unexpected customer ask. Gone are the days of the build queue growing and you CI engine collapsing under the weight of a hundred build requests. In order for a pipeline to leverage this capacity changes must be made to the pipeline architecture. Tools must be dockerized, the ephemeral nature of running docker must be considered, kubernetes specifications or helm charts must be generated for the application, automated testing must be adapted to work in the new architecture, and then there is the database. Each one of these issues, plus many others I’ve missed contained unfortunate, unforeseen pitfalls that translated in schedule delays. Join Glenn as he helps you short circuit the pitfalls of migrating to kubernetes off of your static in-elastic virtual infrastructure.
Claire Atwell - Agile Coaching and Organizational Change Management - The Power Couple to Improve Agile OutcomesClaire AtwellEnterprise Agile CoachInfinitive
schedule 7 months agoSold Out!
Agile coaching is essential as keeper of the agile flame in an agile organization or transformation, but we can’t do it alone and have a lot to learn from Organizational Change Management. The traditional Organizational Change Management practice emphasizes the human aspect that should be primary focus if we want to influence the “culture” of an organization, beyond basic agile practices. In this session, we will look at the ADKAR model for change, and how to combine that with agile frameworks to make a lasting cultural foundation in your organization, to create true business agility beyond the IT department.
Claire Atwell - 6 Boundary Spanning Practices to Boost your Organizational AgilityClaire AtwellEnterprise Agile CoachInfinitive
schedule 7 months agoSold Out!
Getting to Business Agility requires expanding beyond agile practices strung together, it requires the entire organization working in concert to decrease time to market with a forward looking approach to their industry. We need to focus on organizational agility, as well as strategic agility. Ernst and Chrobot-Mason introduced these practices in their 2011 book “Boundary Spanning Leadership”. Join me in sharing my experience using Boundary Spanning Practices at a large financial institution to enable an enterprise agile transformation that sticks, while introducing the practices to you and giving you hands on practice. We will speed-date through each practice to give you an idea of how it works, with resources to dig deeper if this appeals to you.
Archana dabbeeru - Strategizing Complex Business Processes with AgileArchana dabbeeruAgile Delivery Lead, Certified Agile CoachVirginia
schedule 7 months agoSold Out!
1. IntroductionThe agile organization is a living organism.Organizations are rapidly seeing their projects shift from the ‘complicated’ to the ‘complex’ space and are finding the old ways of trying to predict plans and control change that no longer work. Strategic planning is a fluid process.Just as water naturally deviates its course around a boulder, an organization should aim to be agile enough to shift directions when obstacles arise.Today's world has become increasingly complex, unpredictable and prone to rapid change.There's little value in developing the perfect, rigid strategic plan. Instead, successful organizations are adopting a more dynamic approach to strategizing by embodying an agile decision-making culture.
2. Explanation of benefits of building long-term Agile planAgile development, in its simplest form, offers a lightweight framework for helping teams, given a constantly evolving functional and technical landscape, maintain a focus on the rapid delivery of business value.No matter what agile methodology we are using (kanban, scrum, or a combination) or where we are on our agile journey (just starting out or practicing agile at scale), there’s still a need to forecast over a long period of time, make date commitments, plan resources, and tie our work back to a strategic vision. This is the moment to pause, reflect on what we had originally set out to accomplish and ask ourself candidly if that vision still resonates.Creating a culture based on agile decision-making is fast becoming table stakes. Although it can be a challenging shift for well-established firms with legacy and bureaucracy issues, taking a more flexible approach to executing and communicating your strategic plan is vital.Harnessing the business process and the organization strategy to the agile roadmap will project the value of the agile transformation.
3. Steps for building long term Agile PlanWe will talk about the steps to build a long-term agile plan using a metaphor in 8 steps:
3.1.Start with the big picture.
3.2.Identify the big ticket items.
3.3. Break it Down
3.4. Get Estimating
3.5. Create smart Releases
3.6. Generate Roadmap
3.7. Share with the team and validate
3.8. Keep Improving
4.Dialogue with the audience(re: examples of complex systems etc)