Business Value of Agile Human Resources (AHR)

Business Value of
AgileHumanResources
USINGLEAN&AGILETALENTMANAGEMENTPRINCIPLES TO
ACHIEVE21STCENTURYORGANIZATIONAL PEFORMANCE
DR. DAVID F. RICO, PMP, CSEP, EBAS, BAF, FCP, FCT, ACP, CSM, SAFE, DEVOPS, AWS
Website: http://davidfrico.com ● LinkedIn: http://linkedin.com/in/davidfrico ● Twitter: @dr_david_f_rico
Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf
DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf
Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU
Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34
Dave’s NEWEST Development Operations Security Video: http://youtu.be/qrWRoXSS9bs
Dave’s BRAND-NEW ROI of Lean Thinking Principles Video: http://youtu.be/wkMfaPAxO6E
Dave’s REALLY-NEW ROI of Evolutionary Design Principles Video: http://youtu.be/TcXI26ClRb0
DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf
Principles of Collaborative Contracts: http://davidfrico.com/collaborative-contract-principles.pdf
Principles of Lean Organizational Leadership: http://davidfrico.com/lean-leadership-principles.pdf
Principles of Evolutionary Architecture: http://davidfrico.com/evolutionary-architecture-principles.pdf
Principles of CI, CD, & DevOps - Development Operations: http://davidfrico.com/devops-principles.pdf
Principles of SAFe Transformations - Scaled Agile Framework: http://davidfrico.com/safe-principles.pdf

U.S. DoD & Aerospace Challenges
Schmidt, J. H., & Gelle, M. (2020). Innovating for resilience: Navigating a post-digital world. Chicago, IL: Accenture.

Top Human Resources Challenges
Bravery, K., et al. (2019). Global talent trends: Connectivity in the human age. London, UK: Mercer.

Top Human Resources Challenges (Cont’d)
Volini, E., et al. (2020). The social enterprise at work: Paradox as a path forward. New York, NY: Deloitte Consulting, LLP.

Agile HR @Deloitte (01:27)
http://youtu.be/mjKHWYDslV0

"The U.S. DoD needs greater speed, agility, and responsiveness, because our enemies fight unlike any enemy fought in the
past, demonstrating different tactics, techniques, and procedures from those found in conventional warfare!"
—Four Star General David Petraeus, U.S. Army
"Agile thinking is the best form of acquisition processes within industry to generate mission solutions more quickly!"
—Major Lloyd Alaimalo, U.S. Army
"Agile thinking permits the U.S. DoD to deploy hardened components on existing or new environments, including
classified, disconnected, and clouds within days vs. years, while providing tremendous cost and time savings!"
—Chief Acquisition Officer Nicolas Chaillan, U.S. Air Force
"I visited Silicon Valley to learn agile thinking, and now our gospel has spread to the F-35, space systems, mobile apps,
maintenance depots, weather forecasting tools, and more, where we've reduced our delivery times to minutes!"
—Colonel Jennifer Krolikowski, U.S. Army
"Agile thinking is the next generation of acquisition and streamlines weapon systems development for the U.S. Air Force!“
—General Ellen M. Pawlikowski, U.S. Air Force
"I advocate early constant collaboration between operators, acquisition professionals, and industry to unleash innovation
and agile thinking so warfighters have access to the most capable and state-of-the-art assets, sooner rather than later!"
—General Charles Brown, U.S. Air Force
"The U.S. Army used agile thinking to increase productivity by 60%, reduce costs by 50%, reduce time to market by 70%,
and achieve 99% defect free deliveries!"
—Chief Technical Officer (CTO) Angela Mack, U.S. Army
Demand for Agile in U.S. DoD

Results of Agile in U.S. Government
Mayner, S. (2018). Growing adoption of SAFe in government. Boulder, CO: Scaled Agile Academy.
Moving to agile sped adoption of new system capabilities and avoided
$600 million in expenditures
Agile at GSA enabled 100% on-time delivery, 25% less cost, 96.7%
defect free deliveries, and 99.82% data migration
Completing IV&V testing a two-week agile iteration on our most
advanced acquisition programs was a big win for us
We turned around a failing U.S. DoD Warfighter program
within 10 months using agile acquisition practices
Wes Haga, Chief, U.S. Air Force Research Lab, Information Directorate, U.S. Air
Force, Distributed Common Ground System Program (DCGS)
Elizabeth Reed, Techflow, U.S. General Services Administration (GSA),
Billing and Accounts Receivable Program
Mike O’Shea, Accenture Federal Services, U.S. State Department,
Bureau of Consular Affairs Program
Scott Keenan, JLVC PM, Joint Staff, Modeling & Simulation (M&S) Program for
Joint Training Exercises

What is Agility?
 A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
 The ability to create and respond to change in order to
profit in a turbulent global business environment
 The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
 A very fast response to sudden market changes and
emerging threats by intensive customer interaction
 Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
 Maximizing BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

Agile Values
WORKING
PRODUCTS
VS COMPREHENSIVE
DOCUMENTATION
RESPONDING
TO CHANGE
VS FOLLOWING
A PLAN
CUSTOMER
COLLABORATION
VS CONTRACT
NEGOTIATION
INDIVIDUALS &
INTERACTIONS
VS PROCESSES
AND TOOLS
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org

Agile Principles
Principle Self Check
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable HR SERVICES.
2. Welcome changing requirements, even late in the HR CYCLE to use agile processes to harness CHANGE for the
employee’s competitive advantage.
3. Deliver working HR SERVICES frequently, from a couple of weeks to a couple of months, with a preference for the
shorter timescale.
4. Business people and HR TEAMS must work together daily throughout the employee lifecycle.
5. Build HR TEAMS around motivated individuals, give them the environment and support they need, and trust
them to get the job done.
6. The most efficient and effective method of conveying information to and within an HR TEAM is face-to-face
conversation.
7. Working and productive EMPLOYEES are the primary measures of HR SUCCESS.
8. Agile processes promote sustainable development—Business people, HR TEAMS, and employees should be able
to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good HR SERVICES enhance agility.
10. Simplicity—the art of minimizing the complexity of HR SERVICES—is essential
11. The best HR policies, services, processes, artifacts, and systems emerge from self-organizing HR TEAMS.
12. At regular intervals, HR TEAMS reflect on how to become more effective—Tuning and adjusting their behavior
accordingly

Basic Scrum Framework
Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.

Basic Agile Metrics
Relative
Size
Story
Points
Staff
Hours
Staff
Days
Staff
Month
Staff
Years
2-Week
Sprints
3-Sprint
Releases
1 22 3 0.1 0.0 0.1 0.0
2 44 6 0.3 0.0 0.1 0.0
3 67 8 0.4 0.0 0.2 0.1
5 111 14 0.6 0.1 0.3 0.1
8 178 22 1.0 0.1 0.4 0.1
13 289 36 1.7 0.1 0.7 0.2
21 467 58 2.7 0.2 1.2 0.4
34 755 94 4.4 0.4 1.9 0.6
55 1,222 153 7.0 0.6 3.1 1.0
89 1,977 247 11.4 1.0 4.9 1.6
144 3,199 400 18.5 1.5 8.0 2.7
233 5,177 647 29.9 2.5 12.9 4.3
Story Points Sprint Burndown
Release Burndown (+Velocity) Feature Progress
User
Story
Feature
Epic
Cohn, M. (2006). Agile estimating and planning. Upper Saddle River, NJ: Pearson Education.

What is Lean?
 Lean (lēn): Property consisting of being thinness,
slimness, and skinniness; To be extremely slender
 A customer-driven product development process that
delivers the maximum amount of business value
 An economical way of planning and managing the
development of complex new products and services
 A product development process that is free of excess
waste, capacity, and non-value adding activities
 Just-enough, just-in-time, and right-sized product
development processes, documentation, and tools
 A product development approach that is ADAPTABLE
TO CHANGING customer needs and market conditions
Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.

Lean Values
Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com
Respect
for
People
&
Culture
Flow
Innovation
Relentless
Improvement
Value
Leadership

Lean Values—Continued

Lean Principles

Basic Lean Framework
Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press.

Basic Lean Metrics
Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit.
KANBAN BOARD CUMULATIVE FLOW DIAGRAM
LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER

Lean & Agile Constraints
Rico, D. F. (2017). Lean triangle: Triple constraints. Retrieved December 17, 2017, from http://davidfrico.com/lean-triangle.pdf
Sylvester, T. (2013). Waterfall, agile, and the triple constraint. Retrieved December 16, 2017, from http://tom-sylvester.com/lean-agile/waterfall-agile-the-triple-constraint
Pound, E. S., Bell, J. H., Spearman, M. L. (2014). Factory physics: How leaders improve performance in a post-lean six sigma world. New York, NY: McGraw-Hill Education.
TRADITIONAL LEAN
AGILE
Scope
Cost Time
Cost
Time
Scope
Batchsize
Time Capacity
Scope Drives
Resources
Batchsize Drives
Lead/Cycle Time
Time Drives
Scope
RESOURCE
PERFORMANCE
BUSINESS
VALUE
MARKET
RESPONSE
CONSTRAINTS
ESTIMATES

Agile Timeline
Over 80% of U.S.
Gov’t Projects
Now Use Agile
Methods
Viechnicki, P., & Kelkar, M. (2017). Agile by the numbers: A data analysis of agile development in the US federal government. Washington, DC: Deloitte, LLC.

Agile Adopters
 ALL IN ON AGILE

Human Resource Body of Knowledge
Business
Management
and Strategy
Workforce
Planning and
Development
Human
Resource
Development
Compensation
and Benefits
Employee
and Labor
Relations
Risk
Management
Other Key Human Resource (HR) Functions
• Recruiting
• Performance Mgt.
• Career Planning
• Health and Safety
• Legal Compliance
• Learning/Training
• Diversity Mgt.
• Employee Wellness
• Offboarding
Reed, S. R. (2017). A guide to the human resource body of knowledge (HRBoK). Hoboken, NJ: John Wiley & Sons.

What is Agile HR?
 Ag-ile HR (ăj′əl·H-R) Property consisting of flexibility,
dynamic, and adaptable; To be very market responsive
 Working and organizing HR to facilitate responsiveness
and adaptiveness of activities and structures
 Facilitating the flexibility to match workforce talent
acquisition to dynamically fluctuating market demand
 The way the HR function supports the organization in
becoming less static and more responsive and adaptive
 Manage volatility, enhance adaptability, and strengthen
organizations with agile thinking for talent management
 An Agile HR approach that optimizes BUSINESS VALUE
with just-in-time acquisition of highly-talented personnel
http://hrtrendinstitute.com/hr-glossary/agile-hr
http://www.quora.com/What-are-agile-human-resources

Agile HR @NYU (06:42)
http://youtu.be/W_2hfF0xk7I

Traditional vs. Agile HR Values
Siddantam, S. (2018). Agile HR fundamentals. Tucker, GA: Culturelligence, LLC.

Traditional vs. Agile HR Values (Cont’d)
Craig, K. (2016). What is agile HR and is it right for you? Retrieved July 30, 2020, from http://bit.ly/310Udjq
Traditional HR Values Agile HR Values
Remedial approach to learning vs Continuous learning environment
An employee who under performs in a current role or
needs to prepare for a new role is assigned training to
achieve a specific performance level.
Employees are given myriad opportunities to learn and
stretch themselves independent of a specific, job-related
goal.
“Recruiting” mindset vs Continuous talent acquisition
As jobs become available, the search for candidates
begins. Once the best candidate is identified, the talent
acquisition process is complete.
Organizations invest in their employer brand and cultivate
ongoing relationships with talent across multiple
channels, including social.
Opaque talent processes vs Transparent access to talent information
Talent management is owned by HR, and the processes
by which talent is acquired, evaluated, and developed are
proprietary and inaccessible.
Talent management is facilitated by HR, which empowers
employees to take ownership of their own development.
Employees understand and are active participants in
talent acquisition, evaluation, and development
processes.
Siloed objectives vs Unified mission and values
Jobs are discrete elements in a complex system. Job
requirements are related to specific workplace tasks.
All jobs directly support the mission and values of the
organization, and all employees understand how their on-
the-job performance supports these elements of the
organizational culture.
Implementing systems vs Piloting small initiatives
Large-scale systems are carefully researched, resourced,
and deployed over the course of many months or even
years.
Small-scale initiatives are piloted within a specific team,
job family, or business unit. Feedback is gathered early
and often to determine whether the initiative should be
expanded or scrapped.
HR as “system of record” vs HR as “system of engagement”
The HR function is focused on record-keeping and
defensibility. Employee files and records of HR activities
and outcomes track progress and note issues. HR
success is measured in the completeness of
documentation.
The HR function is focused on engaging employees to
enhance self-motivation and encourage collaboration. HR
success is measured in terms of retention, employee
satisfaction levels, innovation levels, and organizational
goodwill and trust.

Traditional HR Employee Cycle
Eyholzer, F. (2016). Lean-agile people operations (Agile HR): Your secret to enterprise agility. Orlando, FL: Global Scrum Gathering.

Traditional to Agile HR Employee Lifecycle
Eyholzer, F. (2016). Lean-agile people operations (Agile HR): Your secret to enterprise agility. Orlando, FL: Global Scrum Gathering.

Traditional vs. Agile HR Retrospective
Category Good Bad Better
1. Business
Management and
Strategy
• What’s working good? • What’s not working so good? • What can work better?
2. Workforce
Planning and
Development
3. Human Resource
Development
4. Compensation
and Benefits
5. Employee and
Labor Relations
6. Risk Management • What’s working good? • What’s not working so good? • What can work better?
7. Other Critical
Area, Issue, or
Need

Agile PeopleOps Manifesto
Building better ways of developing an engaging and enriched people
experience by practicing it and helping others to practice it

Agile PeopleOps Values

Agile PeopleOps Principles

Agile PeopleOps Framework

Scrum and Kanban for Agile HR
Boskma, W, Buizer, M., van de Hoef, N., Peters, G. & Zelen, W. (2017). Agile HR: The (un)missable role of HR in agile organizations. Hilversum, Netherlands.

Future of Agile HR
Mazor, A., et al. (2019). Reimagining human resources: The future of the enterprise demands a new future of HR. Atlanta, GA: Deloitte.

Agile HR Superjobs
Mazor, A., et al. (2019). Exponential HR: Break way from traditional operating models to achieve work outcomes. Atlanta, GA: Deloitte.
Workforce experience architect
Orchestrates collaborative effort across the enterprise
internally and externally to develop and curate the
workforce experience to drive productivity, engagement,
and positive employer brand.
● HR customer driven—Architects and deploys the highest quality of workforce services, using data and
feedback to generate creative, advanced, and original solutions designed with the customer at the center to
delight the workforce and ensure efficiency and effectiveness.
● Influencer–Gets others excited about and committed to furthering the organization’s objectives; can
translate the vision in tangible and meaningful outcomes; addresses issues head-on and promotes creation
when problem solving.
● Organizational navigator—Uses knowledge of the organization and internal climate to identify and
prevent conflicts; understands how the roles, products, and services of HR relate to and impact each line of
business.
● Decision-maker—Delivers timely, informed decisions that consider data, goals, constraints, and risks;
finds solutions that are acceptable to diverse groups with conflicting interests and needs; can explain the
rationale for a decision.
● Relationship curator—Shapes constructive working relationships characterized by a high level of
acceptance, cooperation, and mutual respect; builds rapport by listening to, discussing, and negotiating
with, and rewarding, encouraging, and motivating others.
● Creative & innovative thinker—Develops fresh ideas that provide solutions to all types of workforce
and workplace challenges; connects seemingly unrelated ideas, events, and circumstances to find global
solutions to individual problems.
● Coach—Enables teams to grow and succeed through feedback, instruction, and encouragement, including
repeating and building upon areas of strength; and dissects areas for improvement.
Solution architect
Brings together cross-disciplinary teams to create end-to-
end solutions/products that meet workforce and enterprise
needs, solve challenges, and drive value for customers and
society.
● Innovation leader—Brings creative vision and ideas; has good judgment about which creative ideas and
suggestions will work for the end-to-end experience; has a sense about managing the creative process of
teams; can facilitate effective brainstorming and design; can project how potential ideas may play out in the
organization.
● Digital advocate—Promotes a digital mind-set (e.g., values, principles, and practices) across the
organization to utilize tools and technologies that enable the workforce and create value for the business.
● Design thinker—Designs HR solutions/products that are customer-centric and desirable by focusing on
the HR customer perspective, deeply and empathetically understanding his/her needs, obtaining input from
multiple resources, rapidly creating potential solutions, iteratively testing and refining the solutions until
arriving at the preferred future state.
● Agile strategist—Sees ahead clearly, anticipates future trends accurately, provides broad perspectives,
draws credible pictures and visions of possibilities and opportunities.
● Relationship manager—Builds and sustains a comprehensive network of internal and external
relationships to provide continuous feedback, ideas, and information about trends, needs, leading practices,
and intelligence.
● Storyteller—Uses stories to clearly and effectively communicate insights and/ or recommendations to a
diverse set of audiences in a way that moves them to action.
● Business outcome & continuous innovation focused—Uses data and formal measurement
channels to track the performance impact of workforce solutions on business outcomes and continuously
improve and adapt services/offerings to meet the changing requirements of the business.
● Inclusive facilitator—Enables a culture of inclusion and develops and maintains internal and external
communities of knowledge where multidisciplinary resources with different perspectives can collaborate on
the design, development, and deployment of HR solutions and services.

Agile HR Superjobs (Cont’d)
Product manager
Creates and sustains policies, programs, and processes,
typically integrating HR functional areas that have
historically been discrete and siloed.
● Dynamic innovator—Uses defined outcomes, data, and formal measurement channels to track the
performance impact of workforce products/solutions on business outcomes; identifies opportunities for
change; and continuously improves and adapts solutions/products to meet the ever-changing needs and
requirements of the business.
● Teamer—Mixes and blends the right skills of people into teams; creates strong team performance through
defined outcomes, team roles, norms, and plans; and creates positive chemistry in the team to build,
deploy, and manage products/solutions.
● Product sherpa—Gathers and analyzes product/solution requirements; creates product road map;
develops use cases to drive product activity; oversees product/solution development; and manages change
and communicates activities related to product releases. ••Marketing champion—Develops product launch
and marketing plans; leads campaigns to generate product awareness and demand; develops and
conducts product presentations and collateral materials; and implements changes in marketing plans in
conjunction with all stakeholders.
● Project manager—Provides the primary interactions to create a positive worker experience to inspire,
coach, and guide workers to engagement, productivity, and purpose.
● Domain knowledge expert—Produces deep functional expertise, insights, and components that are
leveraged to develop, deploy, and manage workforce solutions that produce a return on investment in
worker productivity and engagement, and hits business targets.
Sprint lead
Launches and manages cross-functional teams that quickly
and effectively solve business challenges. ● Agile coach—Quickly mobilizes work, assembles teams, and provides direction to achieve outcomes.
● Researcher—Demonstrates subject matter expertise in a specific HR knowledge area(s).
● Data examiner—Formulates hypotheses, builds prototypes, pilots, tests, and conducts statistical analysis
to make recommendations on the validity and reliability of given workforce solutions/products.
● Credible activist/knowledge aggregator—Achieves trust and respect required to be viewed as a
valuable resource for information, analysis, work, and recommendations.
● Designer—Seeks to understand the end user and business needs, generates a variety of options, tests
potential solutions, and refines solutions/products and work outputs with data and feedback.
● Collaborator—Performs well in team environments, leveraging the perspectives and work of others to
solve problems and drive the right results.

Agile HR Superjobs (Cont’d)
Digital HR integrator
Reimagines the work of HR and the solutions it provides by
infusing advanced, digital technologies that change what
HR delivers, how it delivers, and who (including machines)
delivers the work.
● Organization & workforce information steward—Deploys a strategy and suite of technology tools to
ensure accurate, efficient, integrated, and effective management of employee and workforce data, records,
and transactions.
● Digital mind-set—Leverages traditional and digital technologies to become more synchronized and less
siloed – with more advanced changes to current operating and talent models that are leveraged for digital,
and profoundly different from prior operating and talent models.
● HR consumer grade tool expert—Designs & provides digital solutions that keep a quality customer
experience at the forefront of development.
● Solution iterator/tester—Formulates hypotheses, builds prototypes, pilots, tests, and conducts
statistical analysis to make recommendations on the validity and reliability of a given workforce service.
● Insight storyteller—Synthesizes a variety of disparate sources to statistically detect, predict, and act on
trends that impact workforce performance.
Augmented HR specialist
Deploys integrated solutions and continuously improves HR
services through a variety of channels that provide a
positive HR customer experience.
● Business outcome & continuous innovation focused—Uses data and formal measurement
channels to track the performance impact of workforce solutions on business outcomes and continuously
improve and adapt services/offerings to meet the changing requirements of the business.
● HR customer experience driven—Deploys the highest quality of workforce services, using data and
feedback to generate creative, advanced, and original solutions designed with the customer at the center to
delight the workforce and ensure efficiency and effectiveness.
● Automation integrator—Identifies opportunities, designs approaches, and deploys solutions using
automation, robotics, cognitive, and AI to augment effectiveness, efficiency, and data leverage of services
and solutions.
● Internal/external partner—Develops and maintains a cohesive system of internal and external
relationships to provide continuous feedback, ideas, information, and access to HR leading practices and
intelligence.

Agile HR @IBM (11:27)
http://youtu.be/FsCgtVHXS14

Agile HR—Analytics
Microsoft (2020). Agile analytics: HR Analytics. Retrieved July 31, 2020, from http://bit.ly/3jYFMVK

Agile HR—Analytics (Cont’d)
Microsoft (2020). Agile analytics: HR Analytics. Retrieved July 31, 2020, from http://bit.ly/3jYFMVK

Agile HR Summary
Madden, S. (2020). The future of HR. Atlanta, GA: Scott Madden Management Consultants, LLC.

• Zheltoukhova, K. (2014). HR: Getting smart about agile working. London, UK: CIPD - http://bit.ly/2EsAC4j
• Ranjan, R., Menzigian, K., & Basak, A. (2015). Enabling business agility: How HR can lead the way and the role of outsourcing. Dallas, TX:
Everest Group Research - http://bit.ly/2QnlOGt
• Friedrichs, E. (2018). Agile HR: A recruiting story. Huntersville. NC: Avature - http://bit.ly/3aWO3VZ
• Forcano, R. (2018). HR goes agile: A case study in BBVA. Birmingham, AL: Banco Bilbao Vizcaya Argentaria, S.A. - http://bbva.info/2Qnue0z
• Denning, S. (2018). Can HR become agile? Jersey City, NJ: Forbes Media, LLC. - http://bit.ly/3gsf3hf
• Cappelli, P., & Tavis, A. (2018). HR goes agile. Brighton, MA. Harvard Business Review. - http://bit.ly/34ydZpS
• Burrell, L. (2018). Co-creating the employee experience: A conversation with diane gherson. IBM's head of HR. Harvard Business Review. -
http://bit.ly/3aV5m9I
• Dank, N. (2018). Agile HR: A mindset, not just a trendy tool in the workplace. Pittenweem, Anstruther, UK: PXO Culture, Ltd. -
http://bit.ly/34v7gg7
• Denning, S. (2018). Transforming HR as agile business partner: The case of vistaprint. Jersey City, NJ: Forbes Media, LLC -
http://bit.ly/2EwkgHu
• Bersin, J. (2019). Agile in HR has arrived: And it’s growing fast. Oakland, CA: Josh Bersin Academy, Inc. - http://bit.ly/3jbganc
• Brickner, J. (2019). An introduction to agile for HR: Elevating HR. Grand Rapids, MI: HR Collaborative. - http://bit.ly/3j70xx0
• Brickner, J. (2019). Real life agile HR: A sprint case study in elevating HR. Grand Rapids, MI: HR Collaborative. - http://bit.ly/32m2A9T
• Rikhof, R. (2019). From HR transformation to HR disruption to HR reinvented. Zurich, Switzerland: KennedyFitch. - http://bit.ly/2EvlhQf
• Dank, N. (2019). Interview with tracey waters: Director of people experience at sky and Agile HR Pioneer. Pittenweem, Anstruther, UK: Agile
HR Community - http://bit.ly/2Ql8mms
• Rikhof, R. (2020). Employee experience 2020: Global report and case studies. Zurich, Switzerland: KennedyFitch. - http://bit.ly/3lhFFoH
• Bhattacharya, R. (2020). Agile HR with natal dank. San Francisco, CA: Agile Atelier. - http://bit.ly/32roMiD
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Agile HR Case Studies

Further Agile HR Resources
Thoren, P. M. (2017). Agile people: A radical approach for HR and managers (that leads to motivated employees). Muskego, WI: Lioncrest.
Swingler, K. (2018). Agile human resources: Creating a sustainable future for the HR profession. New York, NY: Business Expert.
Bankston, Arlen (2018). HR and the agile organization. Victoria, British Columbia, Canada. Leanpub.
Mansi, M. (2019). Sustaining a 360 agile workplace: A millennial perspective. Cairo, Egypt: HR Revolution.
Dank, N., & Hellstrom, R. (2020). Agile HR: Deliver value in a changing world. London, UK: Kogan Page.

Dave’s Professional Capabilities
Software
Quality
Mgt.
Technical
Project
Mgt.
Software
Development
Methods
Leadership &
Org. Change
Cost Estimates
& Scheduling
Acquisition &
Contracting
Portfolio &
Program Mgt.
Strategy &
Roadmapping
Lean, Kanban,
& Six Sigma
Modeling &
Simulations
Big Data,
Cloud, NoSQL
Workflow
Automation
Metrics,
Models, & SPC
BPR, IDEF0,
& DoDAF
DoD 5000,
TRA, & SRA
PSP, TSP, &
Code Reviews
CMMI &
ISO 9001
Innovation
Management
Statistics, CFA,
EFA, & SEM
Evolutionary
Design
Systems
Engineering
Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.
Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOpsSec, etc.
STRENGTHS – Lean & Agile Thinking • 360 Leadership Assessments • Executive & Agile Coaching • Enterprise Business Agility • Agile Acquisition Contracts • Scaled
Agile Framework (SAFe) • DevOps + Security (DevOpsSec) • Cloud Computing/Amazon Web Svcs. • Portfolio, Program, & Project Mgt. • 5x5x5 Innovation & Marketing
Sprints • Strategic Planning & Technology Roadmaps • Program Increment & Big Room Planning • Emergent & Evolutionary Microservices • Exploratory MVP, MVA, &
MMF Experiments • Lean Startup Product-Focused Value Streams • Performance Metrics, Measures & Dashboards
● Data mining. Metrics, benchmarks, & performance.
● Simplification. Refactoring, refinement, & streamlining.
● Assessments. Audits, reviews, appraisals, & risk analysis.
● Coaching. Diagnosing, debugging, & restarting stalled projects.
● Business cases. Cost, benefit, & return-on-investment (ROI) analysis.
● Communications. Executive summaries, white papers, & lightning talks.
● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans.
PMP, CSEP,
EBAS, BAF, FCP,
FCT, ACP, CSM,
DEVOPS, AWS
& SAFE
38+ YEARS
IN IT
INDUSTRY
47

Business Value of Agile Human Resources (AHR)

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