IT has embraced agility ... what about the rest of the business?Jesus Mendez
schedule 7 months agoSold Out!
3.5 years ago Seedbox Technologies decided to embrace agile methodologies as its way to develop web based products, get them out faster, survive and thrive competition.
It's all started in a traditional fashion: external consultants were hired to teach employees the agile mindset and how to use agile methodologies like Scrum and Kanban when developing web based products. Project Managers got trained and became Product Owners, experienced Scrum Masters were hired to get development teams to their highest level of performance as fast as they could, developers got trained and developed experience around their team development processes, engineering managers supported agility across the company, and stakeholders directly involved in product development got invited to collaborate with software development teams through agile processes, once they got fully implemented.
That's right, Engineering got agile quite right but by doing so:
- What happen with the rest of the organization?
- What about peoples mindset?
- Is them vs Us or vice versa?
- Are they able to collaborate, inspect and adapt like the engineering teams and people related to agile projects do?
- How do we get everyone in the organization to communicate when we don't share the same vocabulary?
- How do we fill the gap and avoid old management treats get in the way of the companies transition to something bigger than just the teams?
- Shall we wait until they realize that we all need to change or shall we help them get there?
- How do we use are know-how to turn this mess into a big opportunity for the organization to grow?
- Do we need help?
Well, if this experience report gets accepted, I will share what I've learned about:
- The challenges & flaws that we faced when transitioning from team based agility to organizational agility
- Some of my reflections as an inside observer
- How to use the lessons learned as a wake up call
- What can be done to help the organization to thrive
Let's walk together through a nurturing experience report that might ignite your sens and get you inspired to give the extra mille!
A Federal Government Shared Service Success Story: Buyandsell.gc.caKen McMillan, PMP, CISSP, ITIL, MIPIS, PCIP
schedule 7 months agoSold Out!
Phoenix, the federal government’s pay modernization initiative, aptly illustrates the federal government’s challenges with successfully deploying shared services. Phoenix, Shared Travel Services, and the Government of Canada Marketplace demonstrate that traditional waterfall project management coupled with an excessive emphasis on specifications can exacerbate risk and produce less-than-ideal results.
On schedule and on budget, Buyandsell.gc.ca began hosting the Government Electronic Tendering Services on June 1 2013. The shared services offered on Buyandsell.gc.ca help more than 80,000 private sector suppliers and buyers representing more than 90 federal departments and agencies to focus on doing business, instead of figuring out how to do business. Buyandsell.gc.ca hosts more than 1 million page views per month.
Buyandsell.gc.ca constitutes a series of successful transformation projects. These projects are a possible template for transforming government services to citizens. However, in the Buyandsell.gc.ca case, leading stakeholders never considered transformation their goal and at no time was their work managed as a transformation project.
Buyandsell.gc.ca is the result of an iterative process of discovery. The team asked open questions and was open to all possible answers. They eschewed traditional requirements definition and delivered incremental improvements guided by a strategic intent: to improve the user experience of tender management. By allowing tender creators and consumers to validate the improvements via real systems, and by accepting a long-term process of continued short-term iteration, a transformed system was made operational. That system is built upon loosely coupled foundation (platform) components that can be added to in order to deliver additional services without impacting Buyandsell.gc.ca itself.
While this approach remains unfamiliar to many in the federal government, it is based upon Agile methodologies widely used in the private sector. These techniques present a lower risk than the waterfall project management approach (the National Project Management System) traditionally use for federal government projects.
This presentation summarizes key Lessons Learned in the conception, design, implementation, and delivery of Buyandsell.gc.ca. It references best Agile practices in relation to its achievements.
The Agility Series: Organizational Agility + Leadership Agilitylawrence cooper
schedule 7 months agoSold Out!
Larry Cooper recently launched The Agility Series which covers nine areas of agility:
- Organizational Agility
- Leadership Agility
- Cultural Agility
- Strategic Agility
- Value Agility
- Delivery Agility
- Business Agility
- Client/Customer Agility
- Learning Agility
Each area of agility is being tackled in separate books whose ideas and contents are being crowd sourced. Larry worked with the dynamic team at www.GreatWork.io (a local Ottawa company) using their on-line tool to ask powerful questions, gather ideas and then to converge the ideas into 4-5 phrases for each question which the contributors then prioritized. The books provide insights into the ideas offered and the prioritizations of the group.
For the first book on Organizational Agility Larry approached a group of senior leaders he knew from a broad spectrum of industries, sectors and countries to participate in a Wisdom Council to answer a series of questions. He then created a LinkedIn group for the Series and expanded the scope of contributors for the next book on Leadership Agility (over 70 contributors) and hopes to keep expanding the number of contributors for each subsequent book.
In the session Larry and Jen Hunter from GreatWork will share the insights they gathered on Organizational Agility and Leadership Agility. Organizational Agility focused on six topic areas:
- The primary waste in traditionally run organizations
- The greatest challenge facing organizations that want to become more agile
- The values that all agile organizations would exhibit
- The principles that are the most important for an agile organization to focus on
- The primary trait or characteristic of an agile organization
- How they would describe organizational agility to a colleague
Leadership Agility focused on five main topic areas:
- The key obstacles traditional leaders will need to overcome in the 21st century
- The key differences between leadership and management
- The key behaviors that are exhibited by agile leaders
- The core values that an agile leader demonstrates
- The phrases that would that best describe an agile leader
The contributors to Leadership Agility were also asked to offer their own powerful questions that we could ask of them. We chose 4 additional questions to ask of the group and Larrywill share the those results as well.