RESPONSIVE TRAINING FOR DIGITAL TRANSFORMATIONS
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Matt Dolan, an expert in business development and agile transformation, discusses the challenges and strategies in digital transformation across various industries, emphasizing the need to connect with warfighters efficiently. He identifies barriers to successful digital initiatives and explores the importance of tailored training for teams to foster change and agility. The document also outlines different training approaches, technical skills, and contract vehicles relevant to agile practices.
RESPONSIVE TRAINING FOR DIGITAL TRANSFORMATIONS
- 1. Matt Dolan Director, Business Development www.arielpartners.com 29 August 2023 16:00 CDT
- 2. INTRODUCTION Matt Dolan from Hoboken, NJ • 23 yrs USAF Active Duty: retired SMSgt; Air Traffic Control System Program Management • 21 yrs DAF Civil Service: Source Selection, Agile Transformation, Contracting Officer Tech Rep • 1 yr as a civilian: Enterprise Agile Coach and Scrum Master in Aero & Defense Hobbies: Genealogy, Fishing, Travelling
- 3. Questions?
- 4. 4 u Simply put—it is about getting one step closer to the warfighter. u People optimizing the value stream using emerging tools and tech to effectively connect with the warfighter, understand their needs, and deliver the capabilities at the speed of relevance. Digital Transformation
- 5. 5 Successful Transformations: More Than Technology Adapted from: Lean Enterprise Systems, Using IT for Continuous Improvement www.steadyimprovement.com Frustration and inefficiency High cost of operation
- 6. 6 u Only 49% of Healthcare companies said they were able to deliver their digital initiatives within 100% of planned scope. u Only 42% of Retail & Consumer companies said their strategic digital initiatives were delivered on time. u Only 32% of Tech companies came in at or below budget for their digital initiatives u 42% of Power & Utility companies blamed lack of properly skilled teams for being a barrier to achieving expects results. Barrier Across Industries What Digital Transformation Really Means by Tom Puthiyamadam 2017
- 7. 7 u Expert: Tactical focus on improvements within own unit. Minimal stakeholder engagement u Achiever: Strategic outcome focus. Makes episodic changes for new environmental realities. Seeks stakeholder buy-in u Catalyst: Aims through the target. Develops organizational capacity to meet any strategic challenge • Bill Joiner, Changewise Leadership
- 8. 8 u Symptoms • "This is the way we've always done it." • "We tried something like that, and it didn't work." • "That's not the way things are done in government.“ u Treatment • Don’t simply raise problems - provide solutions. • To improve, you must change. • Change can mean increased risk – don’t punish it! Debilitating Inertia
- 11. I do!! It will round out my resume nicely. Depends where the training is being held? I need some cool weather. Me too! During feedback you said “More training quicker promotion!
- 13. Let me rephrase… Who needs training to support our digital transformation while you do your regular job?
- 14. On second thought—my mother-in-law will be in town and I really need some bonding time. My WIP went out the window and my brain is exploding. More work? I can’t it’ll encroach on my job search.
- 16. Communicate the WHY. Build the team you need. Train the team you built. Employ an Agile training approach That didn’t go as planned! Hmmm…Am I going about this the best way?
- 17. 17
- 18. Select members suited for team success "If you have always done it that way, it is probably wrong." Charles Kettering
- 19. 19 Wonder Creativity Discernment Movement Enablement Results Potential Invention Judgement Galvanizing Support Tenacity The 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team by Patrick M. Lencioni Wonder - Sees potential. Invention - Sees ideas. Discernment - Assess ideas. Galvanizing - Rally others to act on ideas. Enablement - Help to bring ideas to life. Tenacity - Push ideas to completion.
- 20. Teams • Both are stream-aligned teams • Different levels of investment • Different training requirements
- 21. 21 Establish an Agile Training Approach Focus on what the team needs to achieve rather than what the curriculum demands Tailor the training when required and on a cadence that supports the team Transformation is by its nature an iterative journey despite unrealistic mandates
- 22. What We Configured for Training
- 23. 23 What to Train u Technical: Specific skills needed for the transformation. u Change management: Skills such as communication, stakeholder management, impact analysis, product management, etc… u Process: Skills specific workflows or value stream are being transformed. u Soft skills: Developing such as collaboration, teamwork, and problem-solving.
- 24. 24 When to train
- 25. 25 Training Image Manager (TIM) web application
- 26. OODA: Observe – Orient – Decide – Act
- 28. Coaching & Training Courses 1. Team Kanban Practitioner 2. Kanban Management Professional 3. Kanban Maturity Model 4. Introduction to Flight Levels 5. Flight Level 2 Design / 3 Design 6. SAFe Scrum Master / Adv SM 7. SAFe Product Owner 8. SAFe Release Train Engineer AGILE CERTIFICATIONS AGILE TRANSFORMATION 1. Fundamentals of Agile 2. Agile for Leaders & Executives 3. Human Centered Design 4. Story Mapping, Splitting & Discovery Kanban 5. Agile Forecasting & Metrics 6. Flight Levels Systems Architecture ATLASSIAN SUITE 1. Jira Fundamentals 2. Jira Intermediate 3. Jira Advanced 4. Jira Service Management 5. JQL Workshop 6. Team Spaces in Confluence 7. Git and Bitbucket TECHNICAL PRACTICES 1. Specification By Example 2. BDD & Automated Acceptance Testing 3. Git and GitHub 4. Hands-On DevSecOps w/ Docker 5. Microservices Design Patterns 6. SRE: Site Reliability Engineering 7. AI/ML Bootcamp
- 29. Contract Vehicles – PRIME GSA MAS Prime: Ariel Partners Contract Number: GS-35F-178CA SIN: 54151S, 541611 Contract Period: 2/9/2015 to 2/8/2025 Navy Seaport Next Generation Prime: Ariel Partners Contract Number: N0017819D8460 Contract type: Multiple Award Contract (MAC) Contract Period: 1/2/19 to 1/1/2029
- 30. Contract Vehicles – SUBCONTRACT NIH NITAAC CIO Solutions & Partners 4 Prime: MicroHealth Contract Number: xxx Contract Period: 4/1/2023 to 4/1/2033 DISA Encore III Prime: ECS Federal Contract Numbers: HC1028D0009 HC102818D0012 Contract Period: 11/2/2017 to 3/11/2028 DOJ ITSS-5 Prime: IntePros Contract Number: 15JPSS18DPZM00008 Contract Period: 5/23/2018 to 10/1/2027 NIH NITAAC CIO Solutions & Partners 4 Prime: IMTAS Contract Number: xxx Contract Period: 4/1/2023 to 4/1/2033 DIA SITE III F&O Prime: IBM/Octo Consulting Group Contract Numbers: HHM402-21-D-0037 HHM402-21-D-0144 HHM402-21-D-0017 Contract Period: 3/2/2021 to 3/1/31 DIA SITE III SB Prime: IMTAS Contract Number: HHM402-21-D-0137 Contract Period: 3/2/2021 to 3/1/31 DOJ
- 32. BACKUP SLIDES
- 33. Book smarts are not enough Domain expertise is crucial!! 33
- 34. 34 Changing the Mindset Mindset Values Principles Practices Tools and Processes Becoming a learning organization Source: based on Mia.Kolmodin,”Agile in a Nutshell” http://blog.crisp.se/ Requires structural and cultural change Can be adopted in command & control