This document discusses pushing back against adopting Agile practices. It outlines symptoms of resistance to Agile and how change is difficult for organizations and individuals. The document proposes applying the "4Cs" - Culture, Commitment, Coaching and Communications - to encourage adopting Agile. It provides examples of how these factors helped two organizations overcome resistance to change and improve their Agile practices.
Usability Testing - Adding a New Level to Your ToolboxExcella
How many times have you seen a website or application stumble or crash once it gets to production, despite meeting the requirements perfectly? Have you felt like there was something missing in the development process? In this presentation, Norm Sun will talk about what usability testing is, why you should be doing it, and how you can start incorporating it into your development process.
In this unique presentation, Kevin will discuss his experience at Adobe, Microsoft, Spotify and now at a legal online marketplace, Avvo. In each organization, Kevin used his background in Operational Excellence to transform businesses. Kevin has created nimble innovation cultures at Adobe & Microsoft, and has used operational excellence tools to help innovation at Spotify. He will discuss how:
* How Avvo’s leadership team focuses on the larger strategy at this rapidly growing company, empowering employees to make decisions
* Articulating and communicating the strategy in a way that employees understand
* Aligning and prioritizing innovation projects at Spotify to overall business goals and objectives
* How to benefit from speed and how to operate on a larger scale.
Accelerating Learning is the key to unlocking the true potential of Agile. Often organizations implement the process aspects of agile/scrum but fail to find the key to unlocking its true potential. In this session we will explore 6 traps agile teams fall into which prevent learning and how to overcome them. We will demonstrate how a potentially shippable product increment is the key and how breaking work down, swarming, limiting WIP, and getting to done are imperatives. By accelerating learning we believe most organizations can deliver double the value in half the time.
Usability Testing - Adding a New Level to Your ToolboxExcella
How many times have you seen a website or application stumble or crash once it gets to production, despite meeting the requirements perfectly? Have you felt like there was something missing in the development process? In this presentation, Norm Sun will talk about what usability testing is, why you should be doing it, and how you can start incorporating it into your development process.
In this unique presentation, Kevin will discuss his experience at Adobe, Microsoft, Spotify and now at a legal online marketplace, Avvo. In each organization, Kevin used his background in Operational Excellence to transform businesses. Kevin has created nimble innovation cultures at Adobe & Microsoft, and has used operational excellence tools to help innovation at Spotify. He will discuss how:
* How Avvo’s leadership team focuses on the larger strategy at this rapidly growing company, empowering employees to make decisions
* Articulating and communicating the strategy in a way that employees understand
* Aligning and prioritizing innovation projects at Spotify to overall business goals and objectives
* How to benefit from speed and how to operate on a larger scale.
Accelerating Learning is the key to unlocking the true potential of Agile. Often organizations implement the process aspects of agile/scrum but fail to find the key to unlocking its true potential. In this session we will explore 6 traps agile teams fall into which prevent learning and how to overcome them. We will demonstrate how a potentially shippable product increment is the key and how breaking work down, swarming, limiting WIP, and getting to done are imperatives. By accelerating learning we believe most organizations can deliver double the value in half the time.
The complexity in the simplicity of Agile? by Arie van BennekumAgile ME
Looking at Agile, it is so simple. In fact Agile is just structured common sense. Still so many people struggle to get their success in Agile. What is going on? The point is Agile, with all its simplicity, is based on different paradigms and the old paradigms hinder. The question is, can you identify thew old paradigms and furthermore, how do you change them. Arie van Bennekum will take you in his talk on his 22 years Agile journey and share his experience, successes, his delta’s and IATM, the Integrated Agile Transformation Model he developed for Agile transformations. IATM is a successful Agile change process to (the next level of) Agile he and his teams use doing international Agile transformations.
Technical Debt is a gap between Computer Science and Software Engineering. Common understanding of causes for the Technical Debt is centered on the careless software development choices for the sake of speed and expediency. However Technical Debt usually goes beyond just Technology. This presentation covers the origins of Technical and Product Debt, how to manage it and mitigate it
You keep using the word agile, i do not think it means what you think it meansNathan Gloyn
Slides for the talk about what people think agile is, what agile is about and how you can get back to the idea of agile.
A recording of the talk from NDC London 2016 should be available here https://vimeo.com/158164783
The realities of working in an enterprise (distributed teams, multiple stakeholders, etc) present a series of challenges when trying to plan and scale agile development. Learn how Rosetta Stone knit together a dozen existing JIRA Agile boards into a coherent program-level view of their Scaled Agile Framework (SAFe) release train using JIRA Portfolio – without sacrificing team autonomy.
Metrics - You are what you measure (DevOps Perth)Rob Crowley
DevOps is no longer just the concern of cutting edge start-ups in Silicon Valley and is gaining wide scale adoption within established industries. This session focuses on the Metrics pillar of DevOps and explores how we can leverage metrics to drive the software delivery process based on data rather than gut feel and opinions.
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...Agile ME
Agile and Business Analysis (Girvan, L., Paul, D.) was published in 2017 by BCS, The Chartered Institute for IT. This book will be reviewed by two academics (Hind Zantout and Mohammad Hamdan) and the key strengths and weaknesses presented. It is anticipated that a reviewer from industry will join the presenters and contribute the view from industry.
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Don't be Left Out: Tips for Working in a Remote TeamAtlassian
Working with a team on the other side of the world can be a lonely, frustrating experience. But with the right attitude, practices, and tools, it still can be an effective way to build software with others. Hear from Atlassian developer, Adam Hynes on how he moved to the other side of the world and stayed productive (and sane) without changing teams.
Learn how he uses tools such as Floobits for real-time remote pairing, Confluence for white-boarding hard problems with distant teammates, and HipChat for asynchronous stand-ups to keep the team on the same page across timezones.
You'll come away with several remote working tips that'll set you up for success.
Adam Hynes, Senior Developer, Atlassian
Joining the dots: Managing strategic dependenciesLiz Love
https://www.prodpad.com/blog/joining-the-dots-managing-strategic-dependencies/
This presentation outlines the differences between strategic and non-strategic dependencies, and how to represent those on your product or platform roadmap.
Lean UX + UX Strat, from UX Strat conference, September 2013Joshua Seiden
Slides from my talk at UX Strat, 2013. (www.uxstrat.com)
How to use Lean UX methods to execute on business, product, and design strategy.
I presented a slightly altered version a few days later at Fluxible 2013. (http://www.fluxible.ca)
The secret life of an Agile Business Analyst - Sydney Agile Meetup group - 13...Ryan McKergow
The Agile Business Analyst seems to be a bit of an unknown quantity to some people. Frameworks like Scrum and SAFe have no mention of the Business Analyst. Is it because they don't understand us? Is it because to outsiders we're living in secret? Andrew and Ryan will explain how the Agile Business Analyst is an essential role that is evolving as our the world around us is constantly change and becoming increasingly more complex. Our focus is shifting from just requirements to delivering value. Throughout this talk and discussion with the audience we will demystify the secret life of the Agile Business Analyst.
This is a talk to introduce agile ways of working involves & why its effective.
There's an overview of waterfall, agile, Scrum, Kanban boards, retros & impact mapping
Agile has become mainstream in the IT industry, since that the multiplication of Agile practices which makes Agile implementation complex and uncertain, we have started to see failure in Agile implementations.
During this presentation we will start a simplification process by going back to the source of Agile, understand what Agile is and what it is not. We will discover what is the Heart of Agile, its essence, and how it embraces management.
Reference: Agile Manifesto, Heart of Agile blogs Alistair Cockburn, plus historical information about Agile mouvement
The Big Picture of Agile: How to Pitch the Agile Mindset to StakeholdersStefan Wolpers
Let’s face it: While your enthusiasm for the big picture of agile practices is admirable, your stakeholders will most likely be moved by one thought only at the beginning of the transition: “What’s in for me? How will I now have my requirements delivered?”.
Read on and learn about one way how to kick-off the transition to a learning organization by pitching a simplified version the big picture of agile practices to your stakeholders first.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Change with a Capital C by Aruni Wijetilleke Excella
Aruni Wijetilleke, Change Management Lead, Excella Consulting
Adopting Agile enables an organization or team to fundamentally change their operating environment, empower team members, and improve project outcomes - and yet those advocating that organization change to Agile are repeatedly confronted with resistance because it “will be too hard,” or because “it has always been done this way.”
How can you use Change Management to help organizations embrace change and create successful Agile adoption? The key to Agile adoption embodies key change management concepts which create intentional engagement through the 4Cs of Change management – Coaching, Commitment, Culture, and Communication. This session shares compiled successes and challenges when helping government and non-government organizations increase Agile adoption.
Good agile / Bad agile: Proving the value of Agile to a skeptical organizationAlan Albert
Is Agile worth it?
What value can being Agile bring to your organization?
Done right, Agile software development methodologies can help your organization deliver greater value to customers and other stakeholders more efficiently and with reduced risk.
Done wrong, Agile methodologies become an endlessly iterating feature factory, facing an ever-growing backlog.
In this interactive session, attendees discussed:
- How to identify what’s most valuable to build next
- How to ensure that the features you build are not just functional, but used and valued
- How to measure and effectively communicate the value that you create
Led by Alan Albert of MarketFit, this session at Agile Vancouver explored theory, examples, and exercises showing how to unlock the power of discovering, creating, and communicating value.
The complexity in the simplicity of Agile? by Arie van BennekumAgile ME
Looking at Agile, it is so simple. In fact Agile is just structured common sense. Still so many people struggle to get their success in Agile. What is going on? The point is Agile, with all its simplicity, is based on different paradigms and the old paradigms hinder. The question is, can you identify thew old paradigms and furthermore, how do you change them. Arie van Bennekum will take you in his talk on his 22 years Agile journey and share his experience, successes, his delta’s and IATM, the Integrated Agile Transformation Model he developed for Agile transformations. IATM is a successful Agile change process to (the next level of) Agile he and his teams use doing international Agile transformations.
Technical Debt is a gap between Computer Science and Software Engineering. Common understanding of causes for the Technical Debt is centered on the careless software development choices for the sake of speed and expediency. However Technical Debt usually goes beyond just Technology. This presentation covers the origins of Technical and Product Debt, how to manage it and mitigate it
You keep using the word agile, i do not think it means what you think it meansNathan Gloyn
Slides for the talk about what people think agile is, what agile is about and how you can get back to the idea of agile.
A recording of the talk from NDC London 2016 should be available here https://vimeo.com/158164783
The realities of working in an enterprise (distributed teams, multiple stakeholders, etc) present a series of challenges when trying to plan and scale agile development. Learn how Rosetta Stone knit together a dozen existing JIRA Agile boards into a coherent program-level view of their Scaled Agile Framework (SAFe) release train using JIRA Portfolio – without sacrificing team autonomy.
Metrics - You are what you measure (DevOps Perth)Rob Crowley
DevOps is no longer just the concern of cutting edge start-ups in Silicon Valley and is gaining wide scale adoption within established industries. This session focuses on the Metrics pillar of DevOps and explores how we can leverage metrics to drive the software delivery process based on data rather than gut feel and opinions.
Panel Discussion "Agile and Business Analysis" Dr. Mohamed Salama, Hind Zanto...Agile ME
Agile and Business Analysis (Girvan, L., Paul, D.) was published in 2017 by BCS, The Chartered Institute for IT. This book will be reviewed by two academics (Hind Zantout and Mohammad Hamdan) and the key strengths and weaknesses presented. It is anticipated that a reviewer from industry will join the presenters and contribute the view from industry.
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Don't be Left Out: Tips for Working in a Remote TeamAtlassian
Working with a team on the other side of the world can be a lonely, frustrating experience. But with the right attitude, practices, and tools, it still can be an effective way to build software with others. Hear from Atlassian developer, Adam Hynes on how he moved to the other side of the world and stayed productive (and sane) without changing teams.
Learn how he uses tools such as Floobits for real-time remote pairing, Confluence for white-boarding hard problems with distant teammates, and HipChat for asynchronous stand-ups to keep the team on the same page across timezones.
You'll come away with several remote working tips that'll set you up for success.
Adam Hynes, Senior Developer, Atlassian
Joining the dots: Managing strategic dependenciesLiz Love
https://www.prodpad.com/blog/joining-the-dots-managing-strategic-dependencies/
This presentation outlines the differences between strategic and non-strategic dependencies, and how to represent those on your product or platform roadmap.
Lean UX + UX Strat, from UX Strat conference, September 2013Joshua Seiden
Slides from my talk at UX Strat, 2013. (www.uxstrat.com)
How to use Lean UX methods to execute on business, product, and design strategy.
I presented a slightly altered version a few days later at Fluxible 2013. (http://www.fluxible.ca)
The secret life of an Agile Business Analyst - Sydney Agile Meetup group - 13...Ryan McKergow
The Agile Business Analyst seems to be a bit of an unknown quantity to some people. Frameworks like Scrum and SAFe have no mention of the Business Analyst. Is it because they don't understand us? Is it because to outsiders we're living in secret? Andrew and Ryan will explain how the Agile Business Analyst is an essential role that is evolving as our the world around us is constantly change and becoming increasingly more complex. Our focus is shifting from just requirements to delivering value. Throughout this talk and discussion with the audience we will demystify the secret life of the Agile Business Analyst.
This is a talk to introduce agile ways of working involves & why its effective.
There's an overview of waterfall, agile, Scrum, Kanban boards, retros & impact mapping
Agile has become mainstream in the IT industry, since that the multiplication of Agile practices which makes Agile implementation complex and uncertain, we have started to see failure in Agile implementations.
During this presentation we will start a simplification process by going back to the source of Agile, understand what Agile is and what it is not. We will discover what is the Heart of Agile, its essence, and how it embraces management.
Reference: Agile Manifesto, Heart of Agile blogs Alistair Cockburn, plus historical information about Agile mouvement
The Big Picture of Agile: How to Pitch the Agile Mindset to StakeholdersStefan Wolpers
Let’s face it: While your enthusiasm for the big picture of agile practices is admirable, your stakeholders will most likely be moved by one thought only at the beginning of the transition: “What’s in for me? How will I now have my requirements delivered?”.
Read on and learn about one way how to kick-off the transition to a learning organization by pitching a simplified version the big picture of agile practices to your stakeholders first.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Change with a Capital C by Aruni Wijetilleke Excella
Aruni Wijetilleke, Change Management Lead, Excella Consulting
Adopting Agile enables an organization or team to fundamentally change their operating environment, empower team members, and improve project outcomes - and yet those advocating that organization change to Agile are repeatedly confronted with resistance because it “will be too hard,” or because “it has always been done this way.”
How can you use Change Management to help organizations embrace change and create successful Agile adoption? The key to Agile adoption embodies key change management concepts which create intentional engagement through the 4Cs of Change management – Coaching, Commitment, Culture, and Communication. This session shares compiled successes and challenges when helping government and non-government organizations increase Agile adoption.
Good agile / Bad agile: Proving the value of Agile to a skeptical organizationAlan Albert
Is Agile worth it?
What value can being Agile bring to your organization?
Done right, Agile software development methodologies can help your organization deliver greater value to customers and other stakeholders more efficiently and with reduced risk.
Done wrong, Agile methodologies become an endlessly iterating feature factory, facing an ever-growing backlog.
In this interactive session, attendees discussed:
- How to identify what’s most valuable to build next
- How to ensure that the features you build are not just functional, but used and valued
- How to measure and effectively communicate the value that you create
Led by Alan Albert of MarketFit, this session at Agile Vancouver explored theory, examples, and exercises showing how to unlock the power of discovering, creating, and communicating value.
Berkeley Method of Innovation LeadershipIkhlaq Sidhu
Berkeley Method of Innovation Leadership. A method and language to adapt, do new things, change culture, match strategy, set innovation mindset and psychology.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
Presented with Jesse Hausler at CSUN 2015.
Summary: The Agile software development methodology presents unique challenges for creating accessible products. Learn how to build a successful, sustainable, and scalable agile accessibility process.
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
Crossing the Chasm - From Agile to Business AgilityMaurizio Mancini
Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
Effective Collaboration Across Organizations and Across IndustriesKaiNexus
In this webinar you will:
Learn how the Iowa Lean Consortium brings together Lean practitioners from every sector of the economy
Learn the difference between benchmarking, networking, and collaboration
Understand why collaboration is critical to continually improving
Hear examples of benefits gained through presenter’s experiences
Identify ways to increase collaboration to achieve goals
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Media as a Mind Controlling Strategy In Old and Modern Era
Agile Pushback
1. Agile Pushback
Change is hard.
Changing to Agile is harder
Katy Saulpaugh
Katy.Saulpaugh@Excella.com
2. Overview
Learn what
resistance to Agile
looks like
Understand how
people and
organizations adapt
to change
Apply the “4C”s to
encourage Agile in
your organization
3. Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer's competitive advantage
–Agile Manifesto
4. Symptoms of Agile pushback
What does resistance to Agile look like in
your organization?
7. How do we adopt Agile?
Adoption
“Agile is part of everything I do”
“It makes sense why we are going Agile”
“I know Agile is coming to our organization”
Time
“I embrace Agile and will promote it”
9. What is change management?
Adoption
Transparency
Communication
Acceptance
Productivity
Engagement
Resistance
Misinformation
Confusion
Errors/Ramp up
time
Frustration
Increased...
Decreased...
10. Excella’s model for Agile change
Change.
Coaching
Commitment
Culture
Communications
20. Case study #1
Problem: Customers of an Agile web
development team at a Federal client
were confused about who to talk to
about getting new features built on
the organization’s website.
Developers were directly contacted
by the customer and agreed upon
work without telling other members
of the team, including Product Owner
and leadership. Occasionally, this
interfered with committed work.
Change.
Culture
Commitment
Coaching
Communications
Result: consensus on priority created transparency between client
and development team
21. Case study #2
Problem: Commercial client’s
development team was putting out
“buggy” code that wasn’t passing
QA tests. The client introduced an
automated testing tool, but the
developers were employing
workarounds and not really using
the tool. The developers reported
that the tool was difficult to use and
the sponsor wasn’t directly involved
with the implementation.
Change.
Culture
Commitment
Coaching
Communications
Result: improved skills and increased sponsor understanding to
improve code quality
22. Key Takeaways
Change is hard… but it is essential for Agile
Understand resistors and how people adapt
to change
Encourage Agile in your organization by
using the “4C”s – Culture, Commitment,
Coaching and Communications
23. Final Thought
Drop me a line: katy.saulpaugh@excella.com or @katysouthpaw
Editor's Notes
Hi everyone, thank you for joining. My name is Katy Saulpaugh and I’m a senior consultant at Excella Consulting. I’m very interested in the intersection of Agile and change management.
We’re here today to talk about how to deal with resistance to Agile. To do that, we’ll look at the common symptoms, understand how people and organizations deal with change, and apply the 4C model of Agile Change Management.
Dealing with change is so essential to Agile, it’s in the manifesto. In Agile, change isn’t something to be feared, it’s something to be embraced. These two sentences say something about the evolution of Agile – change goes from something that’s just tolerated to something that’s used as a tool for success. I think we all would agree that’s the end goal. But how do you get there? But as many of you may have experienced, this is easier said than done.
Many of you may be here because you’re having trouble with an Agile implementation, either on a team or organization. I’d like to hear from you: what signs of resistance to Agile have you seen in your day to day work? [get input from audience]
Some common signs of resistance include:
Team members not showing up to daily Scrums or showing up late
Stakeholders employing workarounds to assign work to individuals, or drive bys
Attempts to reschedule ceremonies like Sprint Reviews
Rigid adherence to policies and procedures that are not in support of working software
Think about how you might classify the resistance you’re seeing at your organization: is the resistance you’re seeing passive – or even passive aggressive (showing up late, workarounds)? Or is it active (people who clearly don’t care, undermining, open disagreements about Agile?)
These are the symptoms, and we would like to treat the cause – more on that later. Now, let’s talk about why people find change so hard.
What are some reasons people have a hard time with change?
Skepticism: Some people are very risk averse and skeptical from the onset about new ideas – it’s the devil you know
Fear: Others may fear a change may result in them losing their position on the team – and sometimes that powerful project manager is not be the right person to become the ScrumMaster.
Inertia: Habits are very powerful! Some people are simply comfortable with the current way of doing things – it takes energy to learn and change
Each individual is different and it’s important to understand unique incentives that go along with an Agile implementation.
Before we get to resistance, let’s look at the happy path.
Here’s what an individual goes through when adopting a new change. These stages are roughly the same for personal changes like getting married, or adapting to a new technology like finally getting that new iPhone. Let’s try it out ourselves – I am in the process of shopping for a new car, so I have cars on the mind.
Let’s try this out with a quick exercise about hybrid cars! Everyone stand up:
If you are aware hybrids or electric cars exist, but don’t fully understand the benefits, sit down. You’re at the Awareness stage.
If you understand why hybrids are made, such as finite amounts of fossil fuels or rising gas prices, but don’t have any intention of ditching the Hummer to get one yourself, sit down. You’re at the Understanding stage.
If you aspire to own a hybrid, maybe in your next car, sit down. You’re in the acceptance stage and generally agree that getting this kind of car is a good thing. I’d like to note that your reasons here don’t matter: it could be because the Tesla is super cool, there’s a tax incentive or all your friends are doing it.
So everyone still standing must own a hybrid car, correct? If you own a hybrid or electric car and it fits into your own personal values of preserving the environment, you’re at the Ownership stage! Everyone else can sit down.
Now what about an individual adopting Agile?
In the Awareness stage, there have been some limited communications that Agile is coming. Most people at this stage will know very little about what Agile actually is.
In the Understanding stage, relevant people will have received training or exposure to Agile at some level and understand the benefits on a general level.
In the Acceptance stage, people understand the benefit to themselves and their own careers by adopting this new way of doing business. They can explain Agile to others clearly and concisely.
In the Ownership stage, people have internalized the values of Agile and it has become a part of everything they do, almost unconsciously. People in this stage may start to see Agile (or a need for Agile) everywhere, even outside of work.
Mileage may vary: new behaviors and adoption take time and differ on an individual level. And it’s also not usually a straight line for most people – it’s normal to go through doubt, fears and confusion, sometimes at multiple points during the process.
Organizational change tends to be more difficult to manage than an individual’s change. This is why changing to Agile is often harder than your average change. For example, remote or cross-cultural teams add an additional layer of complexity that may require a longer adjustment period, or maybe even a completely different approach.
It isn’t uncommon for team members to leave the organization when Agile is introduced. While this is not always a bad thing if the team dynamics are unhealthy, there is also a real cost to turnover – knowledge loss. While there’s no magic pill to force change on people, by using change management principles to look at resistance the aim is to understand, and use a methodology to prevent this from happening.
Change management is the set of tools and practices that deals with the people side of change – maximizing adoption and minimizing resistance. The end goal is to shepherd people to the ownership stage in the adoption chart we saw earlier.
Virtuous vs vicious cycle – series of events that reinforce themselves in a kind of feedback loop. Confusion tends to beget rumors which cause more confusion.
Projects with excellent change management effectiveness are 6 times more likely to meet or exceed project objectives (source: Prosci).
The very nature of Agile is change - our business is constantly upgrading to better devices, faster automation and better technology.
Let’s talk about methodology.
How did we come up with the 4 C’s? The CM core team sat down with the Agile experts from our company and found common ground, by discussing common issues with user adoption of Agile. While this model was created for Agile adoption, we also feel that it’s general enough to apply to other organization-level changes.
How do the 4 C’s interrelate? The first two certainly inform the second two because they will give hints about the right tools to choose, but this is not a waterfall model! Culture and commitment are not static so they should be looked at more than just one. Coaching and Communications will come afterward, based on the assessment done earlier. And for all of these, the sooner the better. We often see CM brought in after a project is already in its death throes.
Who can invoke the 4 C’s – do you have to be a change management expert, or an Agile coach? No! The beauty of self-organized teams is that anyone can affect change. In fact, successful adoption requires everyone’s involvement.
Culture: is the environment ready for adoption and does it promote the Agile mindset?
Why culture is important: if the values of your organization are in conflict with the Agile values, it will be much harder for Agile to take hold in a sustained way.
Culture: is the environment ready for adoption and does it promote the Agile mindset?
Culture sounds like a squishy term, but there are specific factors to look at when considering it: is your culture hierarchical or entrepreneurial? Casual or formal? What motivates people – fear, career advancement, success of teammates?
For change managers, these types of observations go into outputs like a stakeholder analysis or environmental scan. These documents would ideally be part of an Agile assessment, and are not just about understanding the key power players, they are about understanding the unspoken rules of the organization. As Agilists, some of these discoveries might end up as red flags: a very hierarchical, top down organization will likely find its own values in conflict with Agile values. This is something that needs to be raised to the sponsor as a risk before any training or implementation begins. It will also drive how executives and teams are coached and communicated with later on in the project.
Commitment: Is your sponsor truly invested in Agile, or did he/she tell you to implement it and report back with results?
Define sponsor
Why commitment is important: it gives credibility and authority to the Agile implementation or transformation. If it’s clear to employees that Agile isn’t a priority of the business leaders, they won’t take it seriously.
Commitment: Is your sponsor truly invested in Agile, or did he/she tell you to implement it and report back with results?
Change management techniques will ask questions that might result in a reality check. Is your sponsor willing to be the voice of the change? Will they true responsibility for its success or failure? Are they truly influential in the organization? Are they at the right level to match the scope of change? If it’s an organizational change, the head of the organization needs to be invested in it beyond just a stamp of approval.
Once you have identified an appropriate sponsor, it’s time to expand to a network of change champions. It’s important this group is diverse – for Agile, this would mean having proponents from both the business and IT side.
I mentioned Agile assessments previously – in order to provide the whole picture, I would recommend including information about Agile readiness and a plan to mitigate resistance. In CM we call these a change readiness assessment and resistance management plan. Both documents take into account information about the culture as well as the level of involvement of the stakeholders.
Coaching: Who will train, mentor and support the adoption of Agile?
Who here is an Agile coach? What qualities make a good Agile coach?
Many of us know firsthand the value an effective Agile coach brings to the table. They understand what makes people tick and inspire them to try new roles or practices.
Coaching: Who will train, mentor and support the adoption of Agile?
Many of us know firsthand the value an effective Agile coach brings to the table. They understand what makes people tick and inspire them to try new roles or practices. They are also the primary ambassadors for Agile, and someone outside of the team’s chain of command to come to with questions, concerns and advice.
Many Agile coaches may use change management tools without realizing it. Coaches applying change management means engaging in thoughtful instruction design to impart learning to teams, deliberately tailored to what was learned about the commitment and culture of the organization. Agile coaching is not one size fits all; a typical toolbox could include anything from brown bag sessions, to formal training, to train the trainer sessions, to direct mentorship. It could also simply be developing strong working relationships with team members and gaining their trust. It is through these relationships that help you, the Agile teams and business leaders work better together.
The bottom line is that you can’t implement Agile by yourself, but with effective coaching you can help formulate Agile champions.
Communications: how do we create clarity and consistency around Agile?
Why it’s important: if employees are confused, they are more likely to resist Agile.
When we talk about communications for change management, there are two essential pieces to minimizing resistance. The first is making sure the executives or business leaders are clear on why the organization or team is going Agile. What are the benefits to the business? The second, which is arguably more important, is the WIIFM – what’s in it for me? For the individual employee. Agile may involve changing the way people are mapped to teams, as well as roles within teams. So it’s really important that people understand the benefits to themselves before they’re moved around.
It’s also important that communication isn’t just one way. Employees should have a way to voice their concerns, ask questions or ask for help – this is a key mechanism to involving them in the change. It’s also a good way to raise potential points of resistance to the surface so they can be dealt with sooner.
Just like with coaching, communications should be tailored based on what you learned about the culture and commitment of your organization. When I say tailored I mean the who – who is sending the message; the what – the content of the message; and the how – the channel or method of communication.
Next, let’s go through a few demonstrations of the 4Cs. The purpose of these exercises is to look at common Agile adoption problems through a change management lens to give you a maximum chance for success in your project.
I’d like to caveat these by saying that the C’s usually travel in packs in the wild – I’m looking for the main issue, so there is not a right or wrong answer.
[ask the audience] Who resisted Agile in this case study? Stakeholders and developers.
Who’s the key player to fix the problem? The PO.
Approach:
Product Owner lead met with customer to discuss all outstanding work and agree on priority.
Invited customers to a regular Agile meeting that would include a demo of the first iteration of work deemed the highest priority.
RESULTS:
Increased clarity of expectations
Ongoing communications and clear division of tasks
Early feedback
[ask the audience] Who resisted in this case study? Developers.
Who’s the key player to fix the problem? Agile coach or anyone with a good relationship with the team’s manager.
Approach:
Automated testing creates increased repeatability and allows an Agile team to focus on priority issues
Created understanding with sponsor regarding skills gap
Recommended developing standard criteria for quality code
But, the tool was not easy to use and had to overcome low skillset across developers…with no visible commitment from the client sponsor.
RESULT:
Too little, too late. Some lessons learned:
- Timing: If CM had been involved earlier, we could have provided a change readiness assessment that would have illustrated risks for client.
- Sponsorship: Client sponsor approved tool and stepped into the background – lack of visible commitment lowered the team’s motivation to adopt it.
- Team involvement: Development team saw this as potentially punitive and a drag on their time; they hadn’t been consulted about whether the tool was usable before implementing, and it was difficult to use.
- Champion network: Missed opportunity to employ senior development team members to be champions of change – instead, they became key resistors.
We’re here today to talk about how to deal with resistance to Agile. To do that, we’ll look at the common symptoms, understand how people and organizations deal with change, and apply the 4C model of Agile Change Management.
Use the “4C”s to encourage Agile in your organization, and together we can make a change for the better!
Thank you! I’m happy to take a couple questions, or feel free to drop me a line via email or Twitter. I’ll also be hanging out at the Excella booth later this afternoon.