program selection system

When we try to improve our organizations, we inevitably meet resistance. This session is about how to turn resistance from a frustration into a resource. Whatever else it may be, resistance is information — about the people we are asking to change, about the environment in which the change will happen, about the changes we recommend, and about ourselves. You will learn how to interpret people’s responses as valuable information, and how to translate that information into effective action to move your organization toward agility.

Audience

Since people in all roles are involved in organizational change, both as change agents and as resisters, the target audience for the session includes anyone who is interested in learning more about the forms of resistance they may see in their own organization, and how to overcome it. Because of the nature of the information, there is no real separation among beginner, intermediate, and advanced levels; nor is there any arcane material geared specifically for either technical or management personnel.

Value

This is a “talk with exercises”, “questioning agile” in terms of the constituencies involved in developing significant systems, their diverse concerns, and the reactions & aspirations that follow from having their concerns met, or not. Framing “Agile” or methods and tools in general this way, what can we learn? Questions like:

• If “waterfall” is bad, yet “waterfall” persists, why is that? Do we really have that many masochists in the world, or does it maybe appeal to a need?
• What the heck is the attraction of a PERT Chart? Of having a CCB?

MyBoeingFleet.com is one of the leading portals operated by Boeing, and an industry leading e-commerce site in both data volume and revenue. Considering the risk-averse environment of Aerospace, how does a group change process to something more Lean and Agile, and still attain CMMI level 3?

Servant leadership, pair programming, transparency and self-organising teams are evil. They make people leave! Or don’t they?

Agile values and practices often cause enough pain for someone to leave the team or even the company. On the other hand they can retain or even attract people.

What can you do if you want people to stay or go?

After this session you can deal with labour turnover, or lack thereof. You will understand the systemic aspects of labour turnover by turning stories told by participants into diagrams of effects.