Rediscover the universality of Agile principles (and help your clients truly understand them) by playing the Friday Night at the ER simulation.
 
'Friday Night at the ER' (c) is a powerful training game used originally by healthcare management to improve organizational responsiveness and quality. By imitating the challenge of managing a hospital during a 24-hour period, the game helps people experience and internalize the value of thinking systemically, innovating and collaborating across real and anticipated boundaries to achieve their goals. This game focuses on the role of management across various functions who must come together across organizational silos in order to deliver complete and high quality service to customers/patients. Non-uniform arrival of patients, random events, staffing challenges, and other real-world scenarios not only add a sense of reality to the game, but also help to show how these same challenges within our IT organizations can be addressed using Lean principles.

The 45 minute game play is followed by a 45 minute debriefing in which participants are guided through sharing their insights from the game experience and in relating to similarities to their work environments. The takeaway increased insight in helping individuals understand the Agile mindset and bridge silos within their organizations in order to improve flow of delivery.

With all due respect to Shakespeare, the question no longer is To Be or Not To Be [Agile]?

Most of us, at least in this conference, have already made the decision to be Agile on an individual level and are working in environments that have decided that Agile is a worthwhile goal.

So, in order to move towards Agility, we need a roadmap. And as Agile coaches or practioners, we are often tasked to create this roadmap. An effective roadmap requires at least two points: the starting point and the destination.

This presentation is about the starting point. For, if we do not know where we are, it is rather difficult to get to the destination effectively taking into account real-world constraints of schedule, cost, etc.

In order to determine an organization's current state, we typically do an Agile assessment. Most current assessment models are practice-based. That is, they assess the quantity and quality of Agile practices -- doing Agile -- and extrapolate from there. But increasingly we are seeing and experiencing organizations that are not getting the expected benefits of Agile, despite rather diligent implementation and execution of Agile practices.

Therefore, I propose, that an outcomes based Agile assessment model, with the Agile principles at its core, would be more effective in helping us create a customized roadmap for each environment and help our organizations reap the benefits of being Agile.

This workshop will explore various metrics that can capture the essence of the Agile principles and how these metrics can be combined to create an outcomes based Agile assessment model with descriptive, predictive and prescriptive analytics.