Post on 06-Apr-2018
8/2/2019 ISCS WIL Holden-Mikesellv1
1/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
2/21
Leslie Holden-MikesellVice President, Professional Services, ISCS
2011 ISCS
8/2/2019 ISCS WIL Holden-Mikesellv1
3/21
Its an Agile World
Dynamic Business Requirements
Dynamic Workforce
Requires new leadership models
2011 ISCS
8/2/2019 ISCS WIL Holden-Mikesellv1
4/21
8/2/2019 ISCS WIL Holden-Mikesellv1
5/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
6/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
7/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
8/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
9/21
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/8/2/2019 ISCS WIL Holden-Mikesellv1
10/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
11/21
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?
8/2/2019 ISCS WIL Holden-Mikesellv1
12/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
13/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
14/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
15/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
16/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
17/21
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
Tactical Best PracticesISCS ImpProcess
MaximizeScrum
UATDates in
Perspective
Agile
8/2/2019 ISCS WIL Holden-Mikesellv1
18/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
19/21
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
Tactical Best PracticesISCS ImpProcess
MaximizeScrum
UATDates in
Perspective
Agile
8/2/2019 ISCS WIL Holden-Mikesellv1
20/21
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
8/2/2019 ISCS WIL Holden-Mikesellv1
21/21
2011 ISCS
Questions?