Course Title: An Integral Framework for Leading Agile/Lean CapabilitiesEvent Cost: $359 if you register before January 22, 2010. After January 22nd cost is $385
Click here to register for this event Date: Friday, February 26, 2010
Time: 830am to 5:00pm
Location: Doubletree Hotel, Waltham, MA
Speakers: Bud Philips and Michael Hamman Event Description: Problem Agile and Lean software development processes are being adopted and rolled out by
many companies in many industries. However, successful and sustained Agile and
Lean execution seems to be elusive, especially in large, complex organizations. Some
companies have been able to sustain superior results. However, most companies
experience initial success - improved time to delivery, better quality, and lower costs –
followed either by a plateauing and decline of improvement, or by the isolation of agile
or lean practice within a single function or area of the company. Such variance in the
success of agile or lean adoption is due to no shortcomings of Agile or Lean methods
themselves: their particular competencies and techniques are well established.
So what is needed to address this pattern of incomplete agile and lean transformations? Solution What is needed is a deeper focus on the development of new kinds of skills in
leadership, organizational development, and systemic change. Such skills are critical in
growing and evolving an organization that is not merely capable of sustaining the
benefits of agile/lean practices, but of expanding what it means to be a sustainably high
performance organization. In this course, participants will learn how to use an integrally informed and systemic
framework for evaluating the major conditions and factors that must be addressed in
order to generate the benefits of Agile and Lean development. You will learn how to 1)
assess and diagnose your current agile condition, 2) choose what scope of agile and
lean to pursue, 3) identify what cultural and structural factors you can leverage to
produce sustained improvement, and 4) use leadership behaviors essential to
successfully building agile and lean practices for a high performance organization. Target Audience Managers, Directors, and Executives who are responsible for or are customers of
software and product development functions in their companies. In particular, the target
audience is familiar and experienced with agile or lean, and have been in a leadership
or management capacity. While software development performers may attend, they will
find this material advanced, and not of specific technical value. Course Structure This is a one day course. It begins with an overview of the Integral Framework, which
takes about 2 hours. Then attendees work in three exercises intended to have them 1)
produce framework maps that assess the patterns in their current agile and lean
environment, 2) produce action plans that improve their leadership approach to
managing their agile and lean environments and 3) identify and learn the specific
behaviors that they must create in themselves and their leadership team. Benefits of Attending Through learning the Framework, attendees will benefit in the following ways Develop a common language and toolset for learning and diagnosing leadership actions most appropriate to your agile or lean transition Seeing, learning, and using systems thinking in the context of your particular software
and product development organization in order to deepen your organizationʼs capacity
for sustained agile and lean performance Expand your "toolkit" for leading and managing organizational change Generate the ability to grow and develop future leaders
Course Description - Integral Framework for Building High Performance Agile and Lean
Development Q and A info Q. I'm Director of Engineering but no execs or others from my company
would be attending - without the collaborative element, will I get much benefit from this course? A. Yes, you will get a great deal of benefit. First, you will learn a
framework that will help you to identify issues in your company that aid orinhibit high performance in your company. Second, you will have the opportunity to hear what others are confronting or wrestling with in their companies. Third, you will gain a perspective on how to initiate a dialogue in your company about setting expectations for sustained high performance. Q. As CEO of an $800M company, a full day is a lot of time for me to
take out of my schedule. What will I really have to show for it afterwards? A. This of course depends on the situation your company is in, but it is highly likely that you will have the following to show. 1) A diagnosis on how in sync your company is across the dimensions of leadership, culture, structure and value scope 2) an identification of barrier patterns that are holding back your company for getting high performance lean and agile benefits 3) to the degree that your leaders have also attended, a shared understanding of how your leadership's style and behaviors are driving unintended outcomes in your company. Q. I head our Project Management Office. We've got a mix of agile and traditional projects, and there is too much contention for resources. Will this course help me solve that problem? A. Yes it will. The presenters have significant experience with this
problem and will discuss the agreements and actions required to deal with it. Q. Our company is about to hire a large consultancy to move all our
software projects to using a popular agile methodology. I'm Director of
IT and I have my doubts that this will work. How will the course help me? A. This course will help you articulate and specify your doubts into actionable issues, and it will help you think about how to quantify and position the assumptions and assertions that your are making. With this help, you will then be able to engage your colleagues in a productive consideration of what to do with you executives and with the consultancy firm to raise the probability of success. Presenter Bios Howard Bud Phillips  Bud has been part of the Agile and Lean community for the past 6 years, and has led several management teams to understand and adopt iterative development and continuous improvement as core parts of their leadership values. While at Capital One as VP Marketing Operations, Bud and his leadership team catalyzed the use of Lean and Agile to radically remake product development time to market, and to transform their organizations into high performance learning groups. Bud also served as VP of Transformation Services with ValTech where his group assisted several large enterprise companies with agile services such as Scrum and test driven design, and he also has implemented agile in several small companies. Bud has over 20 years experience as a strategy, management and IT leader. In addition to Capital One, he has been a partner at Deloitte Consulting, a senior strategist and account manager with Monitor Company, and he has founded several small business startups. His diverse and general management background are particularly suited to understanding and developing approaches to transformation of
companies, particularly with Lean and Agile. Bud has management degrees from the College of William and Mary and the Harvard Business School. Michael Hamman 
Michael is well known in the Agile community for bringing a holistic and
transformational perspective to the Agile adoption process. His training and education in management coaching, facilitation, and organizational
development is instrumental to his effectiveness in helping organizations adopt sustainable agile performance. His 15 years? leading and coaching high performing teams, of all kinds, underscores his success in helping companies create adaptive environments for agile teams. Moreover, his six+ years? experience in coaching agile teams and management in large organizational settings has established a deep understanding of the art and practice of agile organization and delivery, from test-driven development to agile adoption strategy. Over the years, Michael has helped a number of companies successfully
navigate their transition to agile practice. These include Dell Computer, Capital One, Liberty Mutual, Babson Capital Management, CNBC, and Openwave. Michael is currently a Ph.D. student in human and organizational development at Fielding Graduate University, where he is researching adaptive organization, integral leadership, and human transformation. This research profoundly deepens the insight and perspective he brings to his Agile and management consulting work with companies. |
