Dean Leffingwell shares a new CALMR approach
April 18, 2017
11:00 AM -12:00 PM EDT / 17:00-18:00 CET
DevOps and Continuous Delivery is all the rage these days. And why wouldn’t it be? What good does it do to be agile right up to the point where we can’t actually release the software?
Join Dean Leffingwell, co-founder and chief methodologist at Scaled Agile, Inc., as he describes how a CALMR approach — Culture, Automation, Lean-Flow, Measurement, and Recovery — to scaling DevOps and Continuous Delivery creates the foundation teams need to release value on demand. Hear how the practices and mechanisms of continuous exploration, continuous integration, and continuous deployment work in concert to build an efficient Continuous Delivery Pipeline.
Dean will review existing SAFe DevOps content and preview new content making its way into SAFe Guidance, and likely future versions of the Scaled Agile Framework®.
Can’t attend the webinar? No problem. Everyone who registers will get a link to the recording.
Part A: USING KANBAN TO IMPROVE SCRUM
Session 1: Key Kanban Practices – Explicit Policies, Managing Work in Progress and Visibility
Session 2: Using Theories of Flow to Manage Work involving Multiple Teams
Session 3: Using Service Level Agreements to Manage New Work
Part C: ADVANCED SCRUM AND KANBAN
Session 7: Transitioning to Kanban from Scrum
Session 8: Creating A Kanban Board from a Value Stream Map
Session 9: Comparing Scrum and Kanban
Organizations can’t limit themselves to operational excellence without expecting disruption.
They have two options: disrupt or be disrupted.
Yet innovation is not what most people think — it isn’t about “inventing the next new thing” or R&D. It’s about continuous experimentation. Today even older, large organizations are learning how act like start-ups. Agile and Lean are key ingredients in making this happen in the short, medium, and long term.
PRESENTER: Joel Semeniuk is a founder and chief innovation officer/incubation director at Imaginet Resources Corp., a Canada-based Microsoft Gold Partner and the number-one small- to medium-sized employer in Canada. Joel also served as the executive vice president of Innovation and Agile Project Management at Telerik. Joel has a degree in computer science and is also a corporate Microsoft regional director. Previously he was a Microsoft Most Valued Professional in the area of Application Lifecycle Management and Software Architecture.
Some theorists talk about universal theories of disruption. Others tell one-off stories about the disruption of individual firms. What is more helpful, said global thought leader John Hagel, is understanding the patterns of disruption that will hit more than one market, but not all markets. This can help you understand two important things: What are the characteristics of a market that would make it vulnerable to a particular type of disruption? And how do you defend against it?
Drawing on new research from Deloitte’s Center for the Edge, Hagel explained that executives tend to be overwhelmed when they think about disruption. They are worried that disruption could come from anywhere and it could be anything. As a result, they don’t know what to do. Hagel said, “Without excluding other possibilities, here are two or three possible patterns of disruption that your market is particularly vulnerable to. So you can figure out how to deal with that, rather than simply waiting for whatever happens.”
Most efforts to change an organizational culture fail. Efforts to create an innovative organizational culture are typically even less successful. Yet some succeed. One extraordinary example is SRI International (SRI), the creator of Siri, the iPhone virtual assistant.
In 1998, SRI was practically bankrupt, with a toxic, distrustful culture. Over the next 16 years, SRI turned into a highly profitable, collaborative serial innovator with a string of multimillion dollar innovations, including Siri. In this webinar, Curt Carlson, who was the CEO of SRI during this period, explained how the company did it.
Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Productivity is one-quarter of 1965 levels. Innovation continues to decline. Workers are disgruntled. Customers are frustrated. Brands are unraveling. Executive turnover is accelerating. In the last 25 years, startups created 40 million jobs in the US, while established firms created almost none. Traditional management is broken.
The principles described in this webinar show how Agile thinking can respond to the crisis and be applied to the overall management of any organization so as to inspire high productivity, continuous innovation, deep job satisfaction and client delight.
Radical management is an approach to management that is fundamentally different from traditional management. It comprises seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively. In sum, the principles comprise a new mental model of management.
Agile was implemented company-wide at Geonetric after experiencing early success with Agile adoption in their software teams.
“We saw software releases hitting targets,” Eric said, “meeting both scope and deadline requirements. Our software development was accelerating with each sprint, almost doubling in speed over the course of a year.” Eric felt challenged by the boundaries of traditional management thinking. “As a team, we recognized the traditional management model was broken.”
After a lot of soul-searching, Geonetric took the huge leap — and capital investment — to rethink everything and apply Agile across the entire organization to the furthest extent they could imagine.
In this presentation, Eric will demonstrate how to:
- Flatten the org chart
- Ditch traditional departments
- Open up in radical transparency
- Create a peer-accountable culture
Business Agility enables an organization to respond quickly to external forces (such as new market opportunities and competitive forces) as well as to respond quickly to new insights attained internally.
So, how do you achieve Business Agility?
While many organizations have achieved the local optimizations of more effective teams, few have achieved agility at the organizational level. Even when team agility has been achieved, if improvements to how the business is selecting their product enhancements isn’t done, overall return on investment of software development may not have significantly improved.
This webinar series is organized around roles so each person in an organization can be introduced to what they need to know for their business to achieve business agility.
Scrum Alliance opened an exciting new chapter for the organization. This involved 11 companies, including Microsoft, Ericsson, and Magna International, which conducted a series of mutual site visits to investigate the hypothesis that a fundamental management makeover is underway in organizations around the world.
The site visits revealed a striking convergence toward a set of management goals, principles, and values that are markedly different from the management practices of hierarchical bureaucracy. Noting a variety of labels that include Agile, Scrum, DevOps, and Lean. The site visits revealed a common mindset that included:
- Goals that focused on adding value and innovation for customers.
- Managers acting as enablers rather than controllers.
- The use of autonomous teams, and networks of teams, in some cases operating at large scale on complex and mission-critical tasks.
- The coordination of work through iterative, customer-focused practices.
- Embodiment of the values of transparency and continuous improvement.
One of the traits of a great PM is their ability to communicate visually – presenting the progress of a project in a single glance so that one can see if things are going to plan or not. When you look at your world through visual lens that help you solve problems in business in new ways !
Edward Tufte teaches the gift of visualizing information in a way that people can take action on.
Agile teams often place large charts and graphs in their workspaces to radiate important information. It doesn’t matter if you are developing software, delivering IT infrastructure solutions, building a house, hardware products or systems – you can visually see if you project is on track or not.
Agile teams often track project progress through ‘’Burn charts’’ (burn-up, burn-down and cumulative flow) which are a very popular way to give visibility into a project’s progress. Burn Charts are a graphical representation of the work left to be done and of the progress that has been made. The chart is typically drawn to show progress against predictions.
They are extremely simple and astonishingly powerful. They reveal the strategy being used, show the progress made against predictions, and open the door to discussions about how best to proceed, including the difficult discussions about whether to cut scope or extend the schedule.