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 Place at the Table IT leadership runs the business along with the others who run the business. The seat at the table is earned by being at the table. The role of senior IT leadership has always been framed deeply opposed—let me say that again—deeply opposed to the control paradigm. If the main goal of IT leadership is to demonstrate that they can control projects and make them deliver according to plan—in other

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 Architecture. The asset view of IT will substitute for the outdated project view in my vision for what IT leadership must become. Uncertainty and Risk: Third, underlying all of these changes – all of the problems evolutionary change 3. Respect the current process, roles, responsibilities, and titles 4. Encourage leadership at all levels Planning Espousing the Wrong Values: The real reason we should reject the plan-driven

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 at Amazon Web Services and the author of The Art of Business Value and A Seat at the Table: IT Leadership in the Age of Agility. Before joining AWS he was the CIO of US Citizenship and Immigration Service

must have a deep understanding of the Agile Principles and real world experience  Start with Servant Leadership; Command and control does not create autonomy  Must also be continuously working on professional

Kyle Baardson SAFe: Scaled Agile Framework 3 Brandon McAllister Automation 2 Eric Collins The Servant: Agile Book Club 1 Ron Horner Kanban for the People! 2 Steve Miller Crucial Conversations (Agile Ballou Open Discussion on Project Planning 1 Adam Raggett Agile Transparency 1 Eric Collins The Servant: Agile Book Club 1 Nick Tuck Version Control Comparison 1 Dr. Mark Roth Release It (Agile Book

anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant Leader – Serve the team, not you • Performance Guardian – Facilitate high performance • Mission-Driven

Agile Framework Brandon MCcAllister Automation Sep 2014 Eric Collins The Servant: Agile Book Club Ron Horner Kanban forthe Peoplel Jul 2014 Steve Miller

to these changes can prove especially hard to overcome. However, we believe that with strong leadership, a well-informed program office, and a cohesive and committed government and contractor team, development testing. Leadership actively supports Agile development practices and provides “top cover” to use non-traditional processes and methods. Leadership Support Leadership prefers a traditional development approach, the government must commit to making changes across a number of areas. Engaged leadership is needed to support this transition and enable adoption of Agile development processes. The

transformative technology innovation / adoption represent key underpinnings of these changes. As does leadership evolution for the global powers. Google’s founding mission (1998) was to ‘organize the world’s how work gets done, how capital is deployed, and how leadership is defined – across both companies and countries. At the same time, we have leadership evolution among the global powers, each of whom is progress. And you want to make sure that you’re never behind. The reality is AI leadership could beget geopolitical leadership – and not vice-versa. This state of affairs brings tremendous uncertainty…yet

for speakers! • Golang specifics • Software engineering (implement/use/best practices) • Tech leadership and/or management • Your experience building XWhere to find us? Email: lukasz@lukaszgut.com,