ISCS is pleased to sponsor the Women in Insurance Leadership Forum Todays lunch presentation:

Welcome!

Leveling the Playing Field: New Models of Leadership Emerging with Use of Agile Methodology

2011 ISCS

Leslie Holden-Mikesell
Vice President, Professional Services, ISCS

2011 ISCS

Its an Agile World

Dynamic Business Requirements Dynamic Workforce Requires new leadership models

2011 ISCS

Business Leadership Myths

Collaboration impedes results Giving orders speeds results

2011 ISCS

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

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

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

The Geek Myth

The best software developers: Are anti-social Have 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 women are entering computer science than did in the 1980s while all other science fields have increased.
2011 ISCS

Preparing Your Organization and Teams to Work Successfully in an Agile Model

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 in the 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 collaboration over contract negotiation Responding to change over following a plan
2011 ISCS
The Agile Manifesto The Agile Manifesto was written in February of 2001, at a summit of seventeen independent-minded practitioners of several programming 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.
Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler Jim Highsmith James Grenning Andrew Hunt Steve Mellor Ron Jeffries Ken Schwaber Jon Kern Jeff Sutherland Brian Marick Dave Thomas Robert C. Martin

Not Just for Software Development

Agile Methodology and SCRUM framework are a paradigm shift in way a company is organized

Cant be done in pockets is transformative for entire organization Culture of transparency that requires tremendous confidence for leadership to execute
2011 ISCS

Why Agile?

The Agile Value Proposition

Enable business agility! Enables dynamic customer prioritization Requires active participation, ownership, teamwork and collaboration throughout organization Incorporates team feedback often Enables business course correction in almost real time Retrospectives, encourages learning, and optimizations
2011 ISCS

Level the playing field?

Its about your customers satisfaction, external not internal focus Encourages inspection and adaption Transparency, integrity peer interaction Accept and adopt change as a natural occurrence and valueadd to address market competition or condition Time-box for results Focus on business value

Table Stakes
Adoption Starts at the Top

Top Down Adoption Agile Change Management

Paradigm Shift

Trust

Executive sponsorship and support is key Commitment to dedicate team members Culture of accountability and trust

2011 ISCS

Table Stakes
A Paradigm Shift in Thinking for Leadership and Teamwork

Top Down Adoption Agile Change Management

Paradigm Shift

Trust

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
Change Management

Top Down Adoption Agile Change Management

Paradigm Shift

Trust

Must permeate the organization All change is hard, even change for the better, challenge status quo People-based

2011 ISCS

Collaboration Enablement

Self-managed Transparency

Table Stakes
Trust

Top Down Adoption Agile Change Management

Paradigm Shift

Trust

Transparency Level the playing field Trust the process Its OK to not know everything up front Change is not only expected its welcomed to meet demands of business
2011 ISCS

Tactical Best Practices

Follow proven Agile Implementation Processes
Complete data gathering for Discovery

ISCS Imp Process Agile UAT

Maximize Scrum

Dates in Perspective

Thoroughly 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 Practices

Maximize the Agile/Scrum Framework
Strong product owner Daily stand-up meetings

ISCS Imp Process Agile UAT

Maximize Scrum

Dates in Perspective

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

Tactical Best Practices

User Acceptance Testing

ISCS Imp Process Agile UAT

Maximize Scrum

Dates in Perspective

Adequately plan and actively manage user acceptance testing and commit staff for test execution, reporting results, analysis Develop test case framework and formal test resource schedules

2011 ISCS

Tactical Best Practices

Be Wary of Dates

ISCS Imp Process Agile UAT

Maximize Scrum

Dates in Perspective

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

Closing Remarks
What we are undertaking is difficult!
Provide leadership to build the environment and trusted relationships to enable people and organizational success

Open to Agile or other emerging communal leadership models

Will it help fill the gaps and change the statistics?
2011 ISCS

Questions?

2011 ISCS