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.

While there have been a number of attempts to codify "agile at scale," none of them address the thorniest problems - leadership and culture.

This talk examines culture and leadership in six categories:

- 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.

During this session Jeff will discuss the Agile Performance Holarchy (APH), an organizational performance model based on research conducted at more than two hundred successful, and sometimes dysfunctional, agile organizations, as well as stories about some of the most common impediments facing large-scale agile organizations, along with recommendations for building great big agile.

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.


Outline/Structure of the Talk

Opening Story

Introduction of the architecture and framework

Six mini-sections: Leadership, Craftsmanship, Envisioning, Affirming, Teaming, Providing

Evaluating your large agile organization


Learning Outcome

- Attendees will learn about a framework for scaling an agile culture

-Attendees will learn about objectives, actions, and outcomes that will help them succeed at scale

- Attendees will learn about a way to evaluate their own organization

- Attendees will learn about an evolutionary path to move from Adopting, to Transforming, to Mastering agility within a large organization.

Target Audience

Current and future executive management, VP/CTO/CIO/Director

Prerequisites for Attendees

Attendees should have a working understanding of multiple agile frameworks (Scrum, XP, SAFe, etc).

schedule Submitted 2 years ago

Public Feedback

    • Cathy Henderson

      Cathy Henderson - I've said Yes to an Agile Culture ......Now What ?

      Cathy Henderson
      Cathy Henderson
      Sr. Consultant
      Agile CxO
      schedule 2 years ago
      Sold Out!
      45 Mins

      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!)
    • Darian Poinsetta

      Darian Poinsetta - Bridging the Product and Agile Development Chasm

      Darian Poinsetta
      Darian Poinsetta
      Vice President
      Agile CxO
      schedule 2 years ago
      Sold Out!
      45 Mins

      Organizations regularly face significant challenges while attempting to meet the product and service expectations of its customers. These challenges stem from a disconnect between those responsible for dreaming up new product and service features and the Scrum teams tasked with implementing those features to become reality. The Agile Performance Holarchy can be applied in these scenarios to align product development activities with product objectives and goals. Proper alignment allows product development organizations to provide true business value through enhanced products and services which meet their customer’s needs. This session will explore aspects of the Agile Performance Holarchy and how it can help organizations achieve successful alignment between its product and agile development teams.