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8/2/2019 ISCS WIL Holden-Mikesellv1

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2011 ISCS

Welcome!

ISCS is pleased to sponsor theWomen in Insurance Leadership Forum

Todays lunch presentation:

Leveling the Playing Field:

New Models of Leadership Emerging with

Use of Agile Methodology


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Leslie Holden-MikesellVice President, Professional Services, ISCS

2011 ISCS


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Its an Agile World

Dynamic Business Requirements

Dynamic Workforce

Requires new leadership models

2011 ISCS


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Leveling the Playing Field

Top-down Support, Not Top-down Mandate

Common Cause as Peers

People Coming Together to Move the

Company Forward

Real-time Connectivity

2011 ISCS


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No Room For

Getting ahead by other person failing

Taking credit for others work

Failure to ask questions or get input

Lone wolf workers

Passive aggressive dropping of tasks

2011 ISCS


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New Leadership Requirements

Wisdom guidance

Enablement Empowerment

Making sure team members have what

they need

Removing what is in the way of their getting

their job done

2011 ISCS


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The Geek Myth

The best software developers:

Are anti-socialHave poor people skills

Work alone

Live to write code

None of the above is true!But the myth may be why a lower percentage of womenare entering computer science than did in the 1980s

while all other science fields have increased.

2011 ISCS


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The Manifesto for Agile Software Development

We are uncovering better ways of developing software by

doing it and helping others do it. That is, while there is value inthe items on the right, we value the items on the left more.

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaborationover contract negotiation

Responding to change over following a plan

2011 ISCS

Preparing Your Organization and Teams

to Work Successfully in an Agile Model

Kent Beck

Mike BeedleArie van BennekumAlistair CockburnWard CunninghamMartin Fowler

Jim Highsmith

Andrew HuntRon JeffriesJon KernBrian MarickRobert C. Martin

James Grenning

Steve MellorKen SchwaberJeff SutherlandDave Thomas

The Agile Manifesto

The Agile Manifesto was written in February of 2001, at a summit of seventeen independent-minded practitioners of severalprogramming methodologies. The participants didn't agree about much, but they found consensus around four main values.Supplementing the Manifesto, the Twelve Principles further explicate what it is to be Agile.
http://www.agilealliance.org/the-alliance/the-agile-manifesto/the-twelve-principles-of-agile-software/http://www.agilealliance.org/the-alliance/the-agile-manifesto/the-twelve-principles-of-agile-software/


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Not Just for SoftwareDevelopment

Agile Methodology and SCRUM framework are a

paradigm shift in way a company is organized

Cant be done in pockets is transformative for

entire organizationCulture of transparency that requires tremendous

confidence for leadership to execute

2011 ISCS


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Why Agile?

Enable business agility!

Enables dynamic customerprioritization

Requires active participation,ownership, teamwork andcollaboration throughoutorganization

Incorporates team feedback

often Enables business course

correction in almost real time

Retrospectives, encourageslearning, and optimizations

Its about your customerssatisfaction, external notinternal focus

Encourages inspection and

adaption

Transparency, integrity peerinteraction

Accept and adopt change as a

natural occurrence and value-add to address marketcompetition or condition

Time-box for results

Focus on business value 2011 ISCS

The Agile Value Proposition

Level the playing field?


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Adoption Starts at the Top

Executive sponsorship and support is key

Commitment to dedicate team members

Culture of accountability and trust

Top DownAdoption

ParadigmShift

ChangeManagement

Trust

Agile

2011 ISCS

Table Stakes


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A Paradigm Shift in Thinkingfor Leadership and Teamwork

Its not all about you as the leader!

Creating the environment for success

Blur the lines between Business and IT

Shift decision making based on results vs.what was planned

Focus on business value 2011 ISCS

Table Stakes

Top DownAdoption

ParadigmShift

ChangeManagement

Trust

Agile


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Change Management

Must permeate the organizationAll change is hard, even change for thebetter, challenge status quo

People-based Collaboration

Enablement

2011 ISCS

Table Stakes

Top DownAdoption

ParadigmShift

ChangeManagement

Trust

Agile

Self-managed

Transparency


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Trust

Transparency Level the playing fieldTrust the process

Its OK to not know everything up front

Change is not only expected

itswelcomed to meet demands of business

2011 ISCS

Table Stakes

Top DownAdoption

ParadigmShift

ChangeManagement

Trust

Agile


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Follow proven AgileImplementation Processes

Complete data gathering for DiscoveryThoroughly review and rapidly approve Blueprints

Engage the right people at the right time

Upfront and ongoing joint planning Business user involvement directly

throughout Sprint Reviews

2011 ISCS

Tactical Best PracticesISCS ImpProcess

MaximizeScrum

UATDates in

Perspective

Agile


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Maximize the Agile/ScrumFramework

Strong product ownerDaily stand-up meetings

Timely turnaround on Sprint or deliverable feedback,

decisions, approvals

Commit to removing impediments or roadblocks

Enable culture of accountability, empowerment,

openness, self-managed, yet guided teams 2011 ISCS


MaximizeScrum

UATDates in

Perspective

Agile


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User Acceptance Testing

Adequately plan and actively manage useracceptance testing and commit staff for test

execution, reporting results, analysis

Develop test case framework and formal test

resource schedules

2011 ISCS

ISCS ImpProcess

MaximizeScrum

UATDates in

Perspective

Agile

Tactical Best Practices


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Be Wary of Dates

A focus on dates inhibits ability to be agile

Control is an illusion todays business is dynamic

Partner and align on communication of target dates

2011 ISCS


MaximizeScrum

UATDates in

Perspective

Agile


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What we are undertaking is difficult!

Provide leadership to build the environment andtrusted relationships to enable people and

organizational success

Open to Agile or other emerging communalleadership models

Will it help fill the gaps and change the statistics?

2011 ISCS

Closing Remarks


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2011 ISCS

Questions?

iscs wil holden-mikesellv1

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