Managing Agile involves designing, supporting and reinforcing a system of work to deliver business value. “Prevailing” organizational systems often reinforce and reward management behaviors that produce three dysfunctional paradigms: 1) magical thinking, 2) the illusion of control, and 3) the fantasy of individual blame. The transforming antidotes to these dysfunctions emerge from three key strengths of Agile approaches: relying on data and evidence; accepting uncertainty and unpredictability; and maintaining a whole systems view. In this talk, Diana Larsen will describe ways organizations have reduced their dependence on the dysfunctions and built on the strengths of an Agile way of doing business.
While many organizations have adopted Agile approaches at a project level, few have effectively aligned their human performance management processes with Agile values. This presentation and discussion will explore the subject of creating a truly holistic performance system that not only adheres to Agile principles, but actively promotes maturity in applying them to the delivery of measurable business and user value.
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Is it easier to transform an existing culture to agile or build one from scratch? Menlo Innovations’ CEO Richard Sheridan will share two tales of Agile transformation. The first occurred when Sheridan was a VP of a 30-year old technology company and he transformed his existing team by adopting Extreme Programming. The second occurred two years later, when he chose entrepreneurship and started a new company using these same practices. True Agile adoption is hard. This talk will explore three barriers to Agile transformation: the executive team, the tech team, and Sheridan himself.