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Enterprise Agile [clear filter]
Monday, August 5
 

10:45

Risk Resistors and Opportunity Obtainers: The Power of Agile Digital Policy (Kristina Podnar)

Abstract:
Faced with complex multi-site, multi-language, multi-channel digital presences, many organizations struggle to provide exceptional digital customer experiences, especially those on an enterprise, distributed digital team. With the growing number of compliance requirements and international regulations, can you successfully deliver a digital strategy with repeatability and integrity?
This talk defines policies that can be leveraged throughout the enterprise for digital success—whether that is a website redesign, technology re-platform or implementation of mobile applications and social software. In a universe where digital transformational efforts are prolonged, this workshop will familiarize attendees with the agile approach to defining digital policy and simultaneously driving change adoption throughout the organization for fast impact and change.
Participants will participate in hands-on exercises and step away from the session with a clear methodology to take back to the office. Tips and case studies of successful projects (and failures!) will also be shared.

Learning Outcomes:
  • 1. Understand how digital is disrupting enterprise work habits and customer experience delivery
  • 2. Articulate the value of digital policies in creating freedom within a framework to balance digital risk and opportunity, as well as unleash team creativity
  • 3. Learn the agile methodology for defining digital policy in 5 days with participation from across the enterprise (marketing, communications, legal, IT, human resources, procurement, finance, etc.)

Attachments:

Speakers
avatar for Kristina Podnar

Kristina Podnar

Digital Policy Consultant, NativeTrust Consulting, LLC
Kristina Podnar is a digital policy innovator. For over two decades, she has worked with some of the most high-profile companies in the world and has helped them see policies as opportunities to free the organization from uncertainty, risk, and internal chaos. Kristina’s approach... Read More →


Monday August 5, 2019 10:45 - 12:00
Chesapeake A/B/C

14:00

Massive Agile Cross-Coordination Simulation Game (Season Tanner)

Abstract:
Digital transformations create a need for large-scale Agile initiatives to find ways to manage the dependencies they have amongst themselves. In State Farm's Digital Transformation, the number one question that Executives, Directors, and Product Managers asked was: how will we manage dependencies with each other in this new operating model?
The simulation is a puzzle-based exercise that focuses on identifying the problems associated with coordination across large, cross-cutting Agile efforts—along with possible solutions to managing those dependencies. It is fondly known as "The Puzzle Game" within State Farm's walls. Not only will this game help you gain a deeper understanding of the size and complexity of the problem--you will also walk away from this workshop with ways to solve those complex problems and a set of instructions for how run this same simulation in your own organization!

Learning Outcomes:
  • Understand the size and complexity of managing dependencies across multiple Agile efforts in a large organization
  • Identify antipatterns when managing those dependencies
  • List of potential solutions in alignment with the 12 Principles of the Agile Manifesto
  • Receive facilitation instructions for how to run the simulation in your own organization

Attachments:

Speakers
avatar for Season Tanner

Season Tanner

Product Manager and Executive Agile Coach, State Farm
I love to discuss and share experiences with Agile, Continuous Delivery, DevOps, and Product Management. I am a practitioner who has been starting up, coaching, and working on large scale Agile efforts of many sizes and many different types of work—from State Farm’s Auto Quote... Read More →



Monday August 5, 2019 14:00 - 15:15
Chesapeake A/B/C

15:45

Thrive, Survive, or Die: An Adventure into the Kanban Cadences (Joey Spooner, Trent Hone)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
Welcome to Ultimate Baskets! You’ll be taken on a highly interactive journey through the evolution of our company as we progress through a challenging time. In this workshop, you'll become familiar with the learning loops of the Kanban Cadences and use them to manage projects, address risks, and foster innovation. Are you good enough to thrive or will you just survive? Hopefully, you won’t drive us to extinction.
During this interactive workshop, you’ll be exposed to a rich narrative, important metrics, and valuable data points. You will use this information make a series of decisions in Operations Reviews and the Risk Reviews, two of the most powerful Kanban Cadences. Those decisions will—hopefully—foster the growth of Ultimate Baskets over four exciting months. Make investments, initiate new projects, address critical risks, and see if you can help our company achieve a dominant "thriving" position in the marketplace.

Learning Outcomes:
  • Our workshop has a series of Learning Outcomes. You will:
  • Become familiar with how to use various Agile metrics for important business decisions.
  • Learn how to use cadenced feedback loops to promote Business Agility.
  • Gain exposure to system thinking concepts and their importance to Business Agility.
  • Learn about different levels of decision-making (the enterprise, program, and project level) and the impact decisions at different levels have on an organization.
  • Discover how the Kanban Cadences can support a modern, networked, service-based organization.


Speakers
avatar for Joey Spooner

Joey Spooner

Kanban Coach and Trainer, TriTech Enterprise Systems
Joey Spooner is an Accredited Kanban Trainer and Kanban Coaching Professional at TriTech Enterprise Systems, Inc. In a 15 year career spanning the communications, insurance, higher education, non-profit, and government sectors, Joey has been a software developer, IT director, strategic... Read More →
avatar for Trent Hone

Trent Hone

Managing Consultant, Excella
Trent Hone is a Managing Consultant with Excella Consulting and an award-winning naval historian. He works with software and IT organizations to improve their art of practice, increase effectiveness, and accelerate learning. He has helped dozens of government and commercial teams... Read More →


Monday August 5, 2019 15:45 - 17:00
Chesapeake A/B/C
 
Tuesday, August 6
 

14:00

Beginning with an End in Mind: The Secrets of Re-Shaping an Enterprise with OKRs (Mariya Breyter)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
"You can motivate by fear, and you can motivate by reward. But both those methods are only temporary. The only lasting thing is self-motivation." ~ Homer Rice
Objectives and Key Results (OKRs) have been well known for decades now, and John Doerr's book on Measuring What Matters became a hit immediately after it was published. However, while OKRs as a concept seems logical and straightforward, many companies struggle with implementing this concept in an aligned and inspirational way. As an Agile coach implementing OKRs in multiple large organizations, I experience five major anti-patterns:
  • OKRs are implemented top-down. OKRs are not KPIs (Key Performance Indicators)** which are top-down arbitrary numbers provided by management to each employee at the beginning of a long-term period (usually a year). OKRs are set by teams, not individuals, and aligned with organizational objectives. In that, OKRs are inspirational and encourage teams to set up the objectives that motivate them and inspire self-organizing teams to make a difference.
  • OKRs are used to measure performance and define compensation . Unlike KPIs which are used to measure performance and this influences compensation and promotions, OKRs are not related to performance in any way. Numbers are easy to game, and connecting OKRs to performance would negate the purpose of those. OKRs need to be aspirational and hard to achieve, and by doing that, the teams challenge them to continuously grow and become high-performing. This is the reason OKRs are self-graded, not measured by the managers.
  • OKRs are focused on activities, not results. Frequently, OKRs are focused on activities or tasks, e.g. provide 100 training sessions, hire 300 employees, create a Playbook covering 50 topics. While sometimes there is a reason for task-based key results, in most cases, the objective is either customer-related (e.g. customer satisfaction), business objective (e.g. revenue growth), employee-related (e.g. retention data), or a related goal. In either case, it forces teams to pivot if the initial set of activities does not bring the intended result and fail forward to pursue the goal. OKR example
  • OKRs need to be measured by managers. OKRs are self-graded by the team that committed to those. Pre-grading is a helpful technique which allows setting quantifiable success criteria from 0 (not started) to 1 (challenging but possible).
  • OKRs are assessed at the end of the period for which they are set. OKRs are reviewed at frequent intervals (usually monthly for quarterly or annual OKRs), and it is important to keep in mind that the value of those sessions is not in grades but in alignment and collaboration discussions and outcomes.
During the workshop, we will be playing several OKR-setting games. The goal of these games is to experience in practice how to avoid common mistakes and set up cascading OKRs bottom-up by empowering teams, aligning divisions, and keeping the organizational objectives in focus - all of this while keeping employees motivated and inspired. Finally, we will discuss OKR implementation and review examples of how OKRs empower teams to self-organize while achieving shared goals within a scaled agile environment.

Learning Outcomes:
  • We know that mastery, autonomy, and purpose drive our professional satisfaction and create motivation. However, as human beings, we are all motivated by different objectives that may not be aligned with each other's or with organizational goals.
  • How do we create a meaningful alignment of our team's goals, individual aspirations, and company objectives? How do we establish complete transparency across the organization so that at each moment of time anyone would see the same picture and understand how their individual or their team's activities contribute to this shared goal? How do we get a say in what are the objectives and a clear understanding of why they are so important for the whole company?
  • Participants will leave the workshop with a clear understanding of the process of: (a) how to build a cascading OKR structure within a scaled Agile organization, (b) how to continuously pivot and self-assess their team's results, and (c) how to align the whole organization while allowing for team-level self-organization.
  • In sum, they will have a framework of how to implement OKRs in an aligning and empowering way while having fun and building their network playing two exciting simulation games.

Attachments:

Speakers
avatar for Mariya Breyter

Mariya Breyter

Enterprise Transformation Leader, Goldman Sachs
Mariya Breyter is an enterprise agile coach, and transformation and strategy leader with over twenty-year experience ranging from government jobs to versatile corporate experience in financial services, healthcare, media, and education. Mariya's professional passion is leading enterprise-level... Read More →



Tuesday August 6, 2019 14:00 - 15:15
Chesapeake D/E/F
 
Wednesday, August 7
 

10:45

Leading a 1,000-person Technical Culture Transformation Without Resistance (Arlo Belshee, James Shore)
Limited Capacity seats available


Abstract:
What does a leader do to change technical culture?
Case study:
  • Technical debt is costing customers and delaying products.
  • You're a leader, not a coder.
  • The debt is systemic. It's bigger than any one team can solve.
  • You can't stop delivery. You can't break the organization.
  • You have 1,000 people, 200 experts, and factions forming around contradictory solutions.
How do you solve this kind of technical culture problem? Come find out.

Learning Outcomes:
  • Understand the role of autonomy in cultural change.
  • Execute the core technique for unlocking technical improvement.
  • Decide when to expect consistency and when to allow variance.
  • Deconstruct accountability and metrics.
  • See how to apply these ideas to other problems.
  • Provide clear direction to your management team about your organization's next steps.

Attachments:

Speakers
avatar for Arlo Belshee

Arlo Belshee

Team Craftsman, Legacy Code Mender, and Rabblerouser, Tableau Software
Arlo helps you change cultures in large organizations. He transitions hundreds or thousands of people at a time to full technical and cultural prowess in a way that sticks. More importantly, Arlo gives your company the ability to change its own culture. He seeks to be the last consultant... Read More →
avatar for James Shore

James Shore

Consultant, Titanium I.T. LLC
James Shore teaches, writes, and consults on Agile development processes. He is a recipient of the Agile Alliance's Gordon Pask Award for Contributions to Agile Practice, co-author of /The Art of Agile Development/, and co-creator of the Agile Fluency™ Model. You can find his essays... Read More →


Wednesday August 7, 2019 10:45 - 12:00
Maryland Ballroom C

14:00

Horse Before the Cart - An Outcome-Oriented Approach to SAFe® Transformations (Michael Hall)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
Leaders often ask, “Will implementing SAFe® lead to my desired outcome?” This is like asking “If I put the cart in front of the horse, will the horse push it?”
At its core, SAFe® is all about events, roles, responsibilities, cadence, scaling, and process. It can read like a set of prescriptive rules and top-down regulations. Some agilists even claim that SAFe® is not agile!
Join us to explore an outcome-oriented approach to a scaled Agile transformation. Instead of the cart before the horse, we’ll start with desired outcomes. Then, we’ll collaboratively build a capability model within these outcomes that can actually drive improvement. Then (and only then) we’ll use SAFe® constructs to realize these capabilities in order to achieve our desired outcomes.

Learning Outcomes:
  • Learn and apply an outcome-oriented approach for a SAFe transformation
  • Integrate outcome-oriented thinking into your current situation
  • Discover capabilities and SAFe constructs associated with a desired outcome

Attachments:

Speakers
avatar for Michael Hall

Michael Hall

Senior Agile Coach/Trainer, Agile Velocity
Michael is a reformed waterfall software developer. Half of his career was spent missing customer expectations by using thick requirement documents, big design up-front, deferred integration, and pitching shoddy software over the fence to QA. The latter half of his career has been... Read More →


Wednesday August 7, 2019 14:00 - 15:15
National Harbor 6/7

15:45

Lost in Transformation? Taking a Holistic Approach to Your Agile Transformation Journey (Kerri Sutey, Claire Atwell)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


Abstract:
You think you have your transformation figured out, but then you have a re-organization or a new vendor introduced. Or, in 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.
The combination of culture, stakeholders, and policy are too complex to be addressed by stringing together a few agile practices. Stepping back and viewing all aspects of your agile eco-system will help you adopt a holistic approach to the journey. Let’s uncover the unspoken assumptions and bring them to the light.
In this workshop, we will explore how leveraging both the Integral Agile Model and SAFe can lead to executing successful transformation strategies. Together, Kerri Sutey and Claire Atwell have over 20 years of experience and learnings delivering in agile environments in a wide variety of organizations. Join us as we discuss how to pair the Integral Agile Model with Scaled Agile Framework (SAFe) 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!

Learning Outcomes:
  • 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

Attachments:

Speakers
avatar for Kerri Sutey

Kerri Sutey

Enterprise Agile Coach, Booz Allen Hamilton
avatar for Claire Atwell

Claire Atwell

Enterprise Agile Coach, Infinitive
For the past 20 years, I have been trying to make the IT workplace a better environment for everyone. After working on my first Agile software project in 2004, I was hooked. The potential to engage and bring out the best in a group has kept me learning, and trying new ways to help... Read More →


Wednesday August 7, 2019 15:45 - 17:00
Chesapeake 1/2/3
 
Thursday, August 8
 

14:00

Traveling the Agile Base Camps to Scale (Katherine Paquet)

Abstract:
Many organizations feel it is time to scale their teams and experience many challenges in their efforts. Are you asking yourself such questions as: Is the organization ready to scale? Are your agile teams stagnant and appear to be doing agile or going through the motions? Do you have a lack of team cohesion? Does your team appear to be falling back into the storming stage? Are scrum practices dwindling out with lack of enthusiasm? Are we wanting to scale due to governance or integration issues? Are you trying to scale your teams and facing struggles such as disengagement or unmotivated teams?
Let me introduce the concept of base camps to help with the questions and challenges in the teams' journey to scale! As in climbing, base camps are positioned throughout your climb to provide supplies and an area for climbers to regroup. We want to provide the same support for agile teams throughout their agile journey. The base camp concept helps teams acclimate to the culture change, new ways of working with stakeholders, socializing and collaborating techniques, and understand the overall business. By utilizing the base camp concept, the teams understand their interpersonal dynamics to constantly reflect and improve how the teams can work together.
This session will help you determine if your organization and teams are ready to scale, explain the various base camps, identify and provide recommendations/actions to move to the next base camp, and provide a template to take back to your teams.

Learning Outcomes:
  • Understand the different agile maturity levels by utilizing base camps
  • Capability to identify the anti-patterns at each base camp
  • Utilization of the “Agile Team Assessment” tool to help teams at various base camps
  • Recommendations for a successful agile scaling

Attachments:

Speakers
avatar for Katherine Paquet

Katherine Paquet

Sr. Mgr - Agile Coaching Services, Centric Consulting
Kathi Paquet is an enterprise agile coach with a diverse background. Kathi has played roles in application development, quality assurance, management, and process improvement. Kathi holds a PhD in Information Assurance and Security, and has a background in implementing agile in... Read More →


Thursday August 8, 2019 14:00 - 15:15
National Harbor 3

15:45

Mapping The Enterprise Agile Journey (Stephen Denning)

Abstract:
As Agile eats the world, most medium and large organizations are faced with the necessity of an Agile transformation. Surveys show that more than 90% of executives give high priority to becoming agile, yet less than 10% see their own firm as “highly agile.” Implementing Agile is a means, not the end. The goal is to enable the organization to generate instant, frictionless, intimate, incremental, risk-free value at scale, and the financial rewards that flow from that capability, as exemplified by the five largest and fastest-growing firms on the planet. For most, this is a major challenge—one that will involve deep change over many years. If the organization has been traditionally managed, the journey will include radical shifts in attitudes, values, mindsets, ways of thinking and ways of interacting with the world—in effect a change in organizational culture.
Some organizations’ Agile journeys have been spectacularly successful, whereas others have failed and many have stalled. What are the causes of success or failure or stalling? What are the common features of these different journeys? What patterns are emerging? How can failure or stalling be anticipated and prevented?
For those in the midst of an organization’s Agile journey, how do participants communicate simply and clearly where the organization is on its journey? What steps have been accomplished? What steps remain? How can an organization anticipate and avoid failure or stalling?
Many executives who would like to undertake an Agile transformation journey don’t know where to begin or what the journey will look like. Where does one start? What does the journey look like? How long does it take?
The session will show an approach to graphically mapping the Agile journey and provide answers to these questions, at both the organizational and individual level and the relation between the two. The examples of Microsoft and GE will be highlighted.
In the course of the session, participants will graphically represent both their own organization’s Agile journey and their own individual Agile journey and evaluate the relationship between the two.

Learning Outcomes:
  • - Enhanced understanding of the emerging patterns in Agile journeys of medium to large organizations.
  • - Capability to map the organization's Agile journey
  • - Capability to map individual Agile Journey
  • - Capability to relate individual Agile journeys to the organization's Agile journey

Attachments:

Speakers
avatar for Steve Denning

Steve Denning

Founder, Steve Denning LLC
Steve Denning is the warren Buffett of business communication. He sees things others don’t and is able to explain them so the rest of us can understand. Chip Heath, author of Made to Stick. Steve Denning is a master storyteller, leadership expert and best... Read More →


Thursday August 8, 2019 15:45 - 17:00
National Harbor 3