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Discussions, experience sharing and structured training about:
• Organizational Design. Scrum Scaling by organizational Descaling
• System Optimization and Organizational Agility. Waste Management. Lean Thinking
• Technical Excellence. Continuous Improvement.
• Product Management & Ownership.
Prossimi eventi (3)
Visualizza tutto- Life Cycle of “Agile Power Tower”. EoL Expectations. Alternatives.Link visibile ai partecipanti
Zoom link will be shared with RSVPed people only.
Before attending this session, people are encouraged to read the following post: Centralized vs. Decentralized Coaching
Please, share widely infernally if you work for an organization, where the aforementioned topic is relevant.
Synopsis:
What is a typical life cycle of a centralized organizational structure that is responsible for agile transformation?
Sometimes, they are named differently:- Enterprise Agility Office
- Center of Agile Excellence
- Enterprise Agile Transformation
- <something_big> <something_big> Department
Generalization: "“Agile Power-Tower”
- How do agile transformations start? Who usually spearheads an effort?
- Are there any ways to predict a degree of expansion and duration?
- How a traditional organizational structure influences a tower structure
- Where are agile transformation structures located?
- How do these structures expand: what talent is being used?
- What internal reporting hierarchy is being used in these structures?
- What are these structures focused on?
- How do these structures influence the rest of an organization?
- How are these structures funded? <<<= IMPORTANT
End Of Life (EOL) expectations:
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HOW and WHY do these structures shrink or cease to exist, over time?
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What happens to people in these structures? Do all of them have the same type_of exit?
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What are some of the telltale signs that a structure is about to start shrinking?
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Are there any alternatives to Agile Power-Towers?
Before attending this session, people are encouraged to read the following post: Centralized vs. Decentralized Coaching
- Johanna Rothman: Fake “Agile” is the Norm - How to Instill Agility, not AgileLink visibile ai partecipanti
Zoom: shared with RSVPed people
Summary:
Is your team or project supposed to “be agile?” You might not feel that way if you have a years-long backlog, standups are individual status reports, and everyone is still multitasking. The people on the project want to do great work. But how you work feels a lot like an “agile” death march.
There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry.
No one has to work that way.
Your management does not care about “agile”—but they care a lot about agility. Instead of fake agile, you can assess your culture, project, and product risks to select a different approach. You can choose how to collaborate, so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier
way to work.Learning Objectives
- Have a clear understanding of the different lifecycles and when to use each.
- Be able to assess your project, product, and portfolio risks.
- Know how to customize a lifecycle based on the unique culture and requirements of the team.
- How to create shorter feedback loops in any lifecycle for product success
Johanna Rothman's Bio:
A multi-genre fiction writer, Johanna Rothman writes about intelligent people who create —or encounter trouble. Regardless of how they find themselves in trouble, these characters find solutions—often in imaginative ways. In addition to her short story collections, she has published short stories in Pulphouse Fiction Magazine, Fiction River, and Holiday Spectaculars.An award-winning author of twenty nonfiction books about managing product development, Johanna incorporates humor—not just practicality—into her nonfiction. All because life is too short to take too seriously.
See her newsletters and all her writing at [www. jrothman.com ](www. jrothman.com )and
[www.createadaptablelife.com](www. jrothman.com ).
