Agile + DevOps West 2019 - Agile & DevOps Leadership
Wednesday, June 5
Fantastic Outcomes and How to Measure Them
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild,...
Leadership in the Age of Agile
Do you want to grow your organization’s ability to respond to market opportunities, competitive pressures, or opportunities for innovation? Then join Ryan Ripley as he explores how leadership in an agile world has sparked a change in the way we show up as leaders and managers in our organizations. We’ll discuss how leaders enable agile to thrive and grow, while keeping a laser focus on delivering value to customers and stakeholders. Ryan will address your questions and give you practical tips and ideas that you can start using tomorrow. Join us and learn what professional agile leadership...
Case Study: An Engineering-Focused, Scaled Agile Rollout at Standard & Poor's
A large company moves to agile, but when the going gets tough, they abandon all their agile processes and revert to old ways—which are now a combination of Scrum and waterfall—and delivery is worse than before they started. Usually, what happens next is the CTO gets removed, and the new CTO comes in and proclaims again that we are all moving to agile to re-energize the organization, and they start their transformation once more. Have you seen this movie before? The agile transformation for Standard & Poor's played out this way twice, but finally, the third time was the charm—their last...
Thursday, June 6
The Hard Part of Every Agile Transformation
When it comes to an agile transformation, going through the motions of adopting a new set of attitudes, processes, and behaviors at the team level is easy. The hard part is building the enabling structures that allow agile to thrive, aligning the flow of work, measuring progress based on outcomes, and achieving communicable results that will resonate with stakeholders. This talk will cover the hard part. Mike Cottmeyer will explore the economic rationale behind going agile, considerations that will drive your organization’s change approach, what the fundamentals of an agile ecosystem look...
You Say Goodbye, I Say Hello: Bridging the Gap Between Dev and Ops
Getting quality software into production quickly and efficiently is a major priority for organizations of all types. Yet many find that development teams’ focus on “innovation and experimentation” conflicts with Ops’ mandate to mitigate risk and increase predictability. This cultural and organizational mismatch puts transformation success at risk and generates a constant state of “release anxiety.” However, breaking down these silos and implementing new trends in organizational structures, value stream mapping, and pipeline monitoring and tracking can help get development and operations...
Lean Leadership and Systems Thinking in Agile Adoptions
When teams self-organize, they need an effective ecosystem that enables them to collaborate, communicate, and work effectively. Creating such an ecosystem is management’s responsibility. Lean thinking tells us to focus on these systems where people are operating. We can do because we trust our teams to be motivated and do their best. Lean thinking provides a holistic view for the work done in an organization, which is even more important when a company doesn’t already have an agile culture. In this case, management must consider that it’s easier for people to work their way into a new way...
Follow the Money: How to Talk to Executives about Agile
PreviewWhen agile transformations fail, many agilists blame their executives for not caring about or understanding agile. However, few people focus on the different languages that IT and business people speak, and the different outcomes that both sides desire. Rather than blaming each other, what is needed is more empathy for the results that others care about and more understanding of the languages that others speak. Steven Granese will share his stories from working with executives while leading their agile transformations. He will describe how to explain agile using the language of...