Taking Flight: an abbreviated version of my Agile DC talk
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Taking Flight: an abbreviated version of my Agile DC talk

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This gives you a hint at what my talk will be about and the Agile Transformation approach that I use. There is a a lot missing, but feel free to download and get a feel for it as well.

This gives you a hint at what my talk will be about and the Agile Transformation approach that I use. There is a a lot missing, but feel free to download and get a feel for it as well.

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  • 1. Taking Flight From Aspiration to Transformational Action
  • 2. Your Aviator… Software Leadership Coach w/ 22 years IT Experience/20 years S/W Development 24 years Management Experience Deming, Reengineering, Agile/Lean Military/Federal (Inside & Outside) Product Companies Multiple Industries 16 years Acquisition Experience Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC) (GLASScon/LeanCoffeeDC) Lean Start-up & Product Mgmt
  • 3. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  • 4. “Culture eats Strategy for breakfast.” - Peter Drucker
  • 5. Taking Flight Approach • Set an aspirational target • Examine possible routes • Select the best route and the first waypoint(s) – Consider each leg an experiment – Work details/make decisions operationally – Inspect & Adapt at each waypoint – Make course corrections – Squadron mates
  • 6. Many Things to Change Depending on What’s Next in Priority • New Strategies • New Org Structures • Find/Establish New Support Networks • New Practices • New/Streamlined Processes • Rewards for Δ in Behaviors • Create/Eliminate Ceremonies • New Habits  The Hardest to Do & the most crucial Some of these will be Experiments
  • 7. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris Chosen Δs
  • 8. Decisions  Δ Habits  Δ Culture
  • 9. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  • 10. Inspect + Adapt
  • 11. Status Quo New Status Quo disruption amount disruption time Understand the Impact of the Satir Change Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  • 12. To-Do In Work Done Organizational Change Capacity WIP Limit = Limit Change in Progress
  • 13. Aspiration Starting Point Promotes Restricts Low Risk Tolerance Grand Unclear Vision Hiring to Fit Insular Communication Employee Indoctrination Successes Only Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency New Employees Specialized Silos Group Think
  • 14. Squadron Mates • Create a support network • Find like minds and pair – Sounding board for pragmatic decisions • Better yet, form a triad – Third person holds the commitments of the other two to each other accountable • Grow network as pairs/triads – Net-Map Technique is a great tool here Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
  • 15. of and Hidden Assumptions Biases
  • 16. Drawing: Alex Hughes Δ
  • 17. Paul M. Boos paul.boos@santeon.com pmboos@yahoo.com @paul_boos 703-307-4322 (mobile) Look for a ‘workbook’ on this in the near future…