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Beyond Devops

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Based on feedback from participants in my Agile 2010 workshop “How We Do Things Around Here In Order To Succeed,” I am planning to offer the workshop as a one-day seminar. A tentative agenda for the seminar is as follows:

  • Introduction to Cultural Framework
  • Exercise #1: Determine Your Culture
  • Exercise #2: Strengths and Weaknesses of Your Culture
  • Change Behavior, Not Culture
  • When Cultures Meet
  • Exercise #3: Conflicts in Devops
  • The Agile Flywheel
  • Exercise #4: Using Technical Debt as a Boundary Object
  • Bringing Individuals and Organizations Together
  • Exercise #5: It is About Sharing the Process, Not Just Sharing the Information
  • Exercise #6: From success in devops to end-to-end success

Until I publish a full-fledged outline for the seminar, here is the central theme:

Beyond Devops

Inter-departmental flow in a corporate setting is often envisioned as the inner workings of a swiss watch. Wheels turn other wheels in a precise manner. Not only is effectiveness maintained, it is maintained in an efficient manner.

Problem is, many individuals and most departments hold distorted views of the departments they interact with. Reasonable distortions can be mitigated as long as the operational balance between departments is maintained. Once the operational balance is broken the “swiss watch” stops to function as the inter-departmental distortions block any attempt to restore the balance.

The most effective way to get dev and ops on a path of collaboration is for the two departments to jointly construct a boundary object. As dev and ops are joined in the hip through the code, and even more so through its quality, technical debt is well suited to serve as the core of a boundary object around which the two department share meaning while retaining operational autonomy.

Similar  boundary objects can be constructed between dev and other departments – customer support, professional services, marketing, sales and finance. When conceived and implemented in a manner that links numerous boundary objects together, Agile success in dev can be extended to both upstream and downstream functions.

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Written by israelgat

August 11, 2010 at 5:11 am

The Executive’s Workshop for Scaling Agile to The Enterprise

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Readers of this blog are well aware of my keen interest in enterprise level Agile. I am now offering a specialized workshop for executives on this topic.

The Executive’s Workshop for Scaling Agile to The Enterprise

This one day workshop and free follow-on coaching service prepares executives for their roles in large-scale Agile implementation.

This workshop is ideal for building a shared understanding of your company’s Agile goals and practices amongst members of the leadership team. It illustrates how executives could/should engage in the Agile process in a meaningful manner, and includes strategies for addressing common challenges.  Your team will see how to govern Agile effectively, and most importantly, you’ll learn proven practices for attaining the operational, financial and business benefits of a successful enterprise-level Agile implementation.

Objectives

Agile is shown to cut the cost, improve the flexibility and shorten time-to-market of software-driven projects. Upon completion of this service, executive teams will be able to:

  • Scale Agile to the enterprise level
  • Minimize risks associated with large-scale Agile rollout
  • Apply Agile practices in development and beyond
  • Galvanize the team around a shared, cross-functional Agile vision

Approach

The Executive’s Workshop for Scaling Agile to The Enterprise service is divided into three parts, each designed to help company leaders accelerate their adoption of Agile.

Part I: Preparation via phone interviews and web-based coaching. The workshop leader works with your executive team to gather context, discuss logistics and focus the on-site workshop on your needs.

Part II: One day on-site workshop is delivered through combination of presentation, examples, exercises and participant discussion.

Part III: Free telephone coaching and mentoring with the Workshop Leader for six months after the workshop. The objective is to help executives respond effectively to the challenges they encounter in the course of implementing Agile.

On-Site Workshop Details

Leading an enterprise adoption of Agile requires that you understand the key concepts, principles and practices of Agile without getting bogged down in technical details.  You must learn techniques for handling the expected “noise” associated with organizational change while identifying the critical tasks needing your attention and leadership to succeed. The workshop is designed to address these challenges with a minimal investment of time.

Here is an overview of the key topics you will add to your experience set:

Explaining the Rationale for Agile to Your Company

  • Why now?
  • What is the state of the art in Agile and what is our goal
  • Expected return on our Agile investment

How The Agile Process Fits into Your Company:

  • Understanding Agile as an example of  other common,  iterative, quality-oriented processes
  • How Agile works with other software development life cycle processes
  • How to run a heterogeneous software development environment that mixes Waterfall, Agile and other methods
  • Connecting Agile to your budgeting process
  • How to perform governance and portfolio management with Agile

How to Implement Agile:

  • Choosing suitable projects for Agile methods
  • Rollout strategies that mitigate risks
  • Keeping departments aligned during the Agile rollout
  • Defining the social contract for Agile
  • How to make Agile sustainable in your particular culture
  • How Agile impacts your partner eco-system
  • Succeeding with off-shoring and outsourcing

Setting Up The Agile Enterprise:

  • Determining your performance metrics for Agile
  • How to negotiate Agile contracts
  • Achieving breakthrough innovation through Agile
  • Business designs that utilize the power of Agile

Price and Availability