A Seat at the Table – IT Leadership in the Age of Agility – Part 3 By Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise initial plan—they are the very substance of the project. The Agile way to deal with uncertainty is to create options and then “buy” information to more accurately assess probabilities. Traditional teams attempt in no sense a “final” operating capability. Quality It is difficult for IT to gain a seat at the table when IT is always failing, but on the other hand, an IT leader who is reacting to statistical noise—failures

A Seat at the Table – IT Leadership in the Age of Agility By Mark Schwartz “Mark Schwartz is a rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest adapt, feedback-and-vision-oriented approach because of its complexity. A Nimble Approach to The Table Agile in One Paragraph: Agile thinking simply says that we should empower small teams to inspect Requirements Requirements simply don’t exist: A requirement is a constraint. It is a way of saying “create value this way, rather than other ways.” Really, a requirement is a constraint masquerading as a

A Seat at the Table – IT Leadership in the Age of Agility – Part 2 By Mark Schwartz “To the talented and hard-working government employees, so resilient in the face of impediments, criticism, and abuse sort of Star Chamber—a dimly lit group of serious, hooded faces (“decision makers”) seated around a table, passing judgment on each “formal proposal” presented to them. That last piece of Hunter and Westerman’s decisions with correspondingly lower risk.  Lastly and critically, we can encourage the teams that create value for the company rather than standing in judgment of them.Characteristics of an Agile governance

pmodigliani@mitre.org and sjchang@mitre.org. Pete Modigliani and Su Chang The MITRE Corporationiv Table of Contents I. Introduction ................................................................... program managers should examine the aspects listed in Table 1 when weighing adoption of Agile or traditional development practices. Table 1 Traditional Versus Agile Considerations Consider Agile specific to Agile. Table 2 identifies recommended roles and responsibilities for members of an Agile team. Appendix B contains a more complete description of roles and responsibilities. Table 2 Agile Roles

& recovery iv. Ensure features operate as intended and achieve organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing and Solving Problems a. Fact – Things will go wrong in Operations! collected at remote points and are subsequently transmitted to receiving equipment for monitoring 1. Create telemetry in application & environments (to include production, pre-production, and CD pipeline) iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE i. Remove the silos of information – Developers don’t just

possible i. Institutionalize rituals to increase safety, continuous improvement, and learning ii. Create mechanism to rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning CULTURE i. Unjust responses to incidents 1. Impede safety 2. Promote fear over mindfulness 3. Create bureaucracy rather than carefulness 4. Cultivate secrecy, evasion, and self-protection ii. Dr. make changes, and establish procedures 3. Execute iii. Expose latent defects in the systems and create progressively more resilient systems with higher degrees of assurance 3. Ch. 20 – Convert Local

Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling fast & reliable automated testing iii. Enabling for low-risk releases b. Integrating objectives of QA & Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Our Deployment Pipeline a. Enterprise Data Warehouse program by Em Campbell-Pretty specifications 1. Create a common build mechanism to create it on demand 2. Codified in automated environment build process iii. Environments will be stable, reliable, consistent, & secure c. CREATE OUR SINGLE

Greatness is not achieved by leaders making all the right decisions—instead, the leader’s role is to create the conditions sotheir team can discover greatness in their daily work. In other words, creating someone who is responsible for ensuring meets or exceeds…requirements…from start to finish b. CREATE A VALUE STREAM MAP TO SEE THE WORK i. Gain concrete understanding of how work is performed ii. metrics in value stream 1. Lead Time 2. Process time 3. Percent Complete & Accurate (%C/A) c. CREATE A DEDICATED TRANSFORMATION TEAM i. Organizations use processes, specialization, and bureaucracies

Principles and real world experience  Start with Servant Leadership; Command and control does not create autonomy  Must also be continuously working on professional development Coach for Flow  Flow Confidence in ability to complete the task  The power of Agile frameworks (Scrum, Kanban) is that they create/sustain these conditions How  Guide people towards applying agile principles within the organization new goal, schedule near-term meetings to follow-up  Use Dan Pink’s Autonomy, Mastery, Purpose to create an engaged organization  Organizational Structure: Coach should have ability to interact freely

benefit for single page apps for offline support Putting Performance Best Practices Together to Create the Perfect SPA by Chris Love (Love2Dev) @ChrisLove http://www.slideshare.net/docluv/putting-per