Agile organizations seem to have burst on to the scene in the federal government and might appear to be all the rage. In reality, agile methods emerged out of a variety of practices dating back to the 1960s, many of which were initiated by the U.S. government and involved the programming of software. Simultaneously, many different organizational designs outside of the IT arena emerged through the 1960s through 1980s, with names like “autonomous work teams” and “flat organizations.” This history led to the development of agile organizations which now extend beyond their specialized use in information technology groups to become a growing way to organize and manage many kinds of government activities.
This program introduces participants to agile organizations and compares them to other types of organizational choice. Participants will learn about the central aspects of adopting and running and agile organization along with the challenges and opportunities for doing so in government. Questions like when to adopt agile and when not to will be discussed. Before departing this day-long program, participants will have a deep understanding of the key steps needed to introduce and lead agile organizations in government as well as become aware of the central impediments to doing so.
OPM Competencies: Customer Service, Entrepreneurship, Problem Solving, Team Building
- Understand the fundamentals of leading agile organizations.
- Learn when to design and agile organization compared to other designs.
- Develop an understanding of the critical success factors for adopting and agile organization as well as the key challenges of doing so