The Agile Muncipality
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Kimberly Samuelson, Director of Government Marketing at Laserfiche provides insight from her presentation at IIMC 2012. She discusses the implementation of agile management strategies and technology to transform the way you work. For more insights, we invite you to visit www.laserfiche.com to see how Laserfiche can help transform the way you work.
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The Agile Muncipality
- 1. The Agile Municipality: How Agility and Technology Can Transform the Way You Work
- 2. Agenda ā£ New normal ā£ Happiness and flow ā£ Agility ā£ Agile leadership ā£ Agility and technology
- 3. The New Normal :Situation ā£ A world of demand verses squeeze ā¢ Ask for budget increases in order to increase services ā¢ Cut services
- 4. The New Normal: Competition ā£ Competing projects ā£ Agencies competing for turf ā£ Competing for budget dollars
- 5. The New Normal: Old vs. New ā£ Stability and continuity are highly valuedā which means new and untried are risky ā£ It can be nearly impossible to replace oldānew ideas get added to the potā increasing clutter and competition
- 6. The New Normal :Need ā£ The need to create an organizational anatomy capable of delivering outcomes and generating distinct capabilities you need AT peak cost efficiency
- 7. Stress
- 8. Did You Know Thatā¦? ā£ Humans cannot process more than 110 bits of information per-second
- 9. The New Normal = Stress ā£ Stress ā¢ In an American Psychological Association poll in September, 80 percent reported the economyās causing significant stress, up from 66 percent last April ā¢ Numbing out ā¢ Thought processes narrow ā¢ Unemotional, unimaginative
- 10. As leaders how do we help our employees and departments be successful?
- 11. Happiness + Work = ? ā£ Happiness and the workplace go together like tomatoes and chocolate ā£ As leaders we are experience creators
- 12. Happiness ā£ Happiness at work= productivity ā¢ Work better with others ā¢ More creative ā¢ Learn faster ā¢ Make better decisions
- 13. Flow
- 14. Otherwise Known Asā¦. ā£ On the ball ā£ In the moment ā£ In the zone ā£ In tune ā£ On fire ā£ In the groove
- 15. Flow It is what the sailor holding a tight course feels when the wind whips through her hair. It is what a painter feels when the colors on the canvas begin to set up a magnetic tension with each other and a new thing, a living form takes shape --Mihaly Csikszentmihalyi
- 17. How Do You KnowāIf You Are in Flow ā£ Challenge level and skill level are high ā£ Loss of feeling of self-consciousness ā£ Distorted sense of time ā£ Lack of awareness of bodily needs ā£ Action/ awareness merging
- 18. Reaching Flow ā£ Clear set of goals ā£ Balance between perceived challenges and perceived skills ā£ Clear and immediate feedback
- 20. Knowledge Workers are Creative ā£ Creativity comes out of flow ā£ Documents are their material ā£ Make document handling seamless for them
- 21. Agility: Agile Makes Flow Possible
- 22. Agility ā£ aĀ·gilĀ·iĀ·ty ā£ 1. the power of moving quickly and easily; nimbleness: exercises demanding agility ā£ 2. the ability to think and draw conclusions quickly; intellectual acuity
- 23. Agility in Government ā£ Not just emergency response ā£ Complexity ā£ Pursue serial incompetence
- 24. What are some of the characteristics of an agile leader?
- 25. Agility and Leadership Agile Leaders have figured it out ā Ana Dutra, Forbes Magazine
- 26. Agile Leadership ā£ Attributes ā¢ Ambiguity tolerance ā¢ Curiosity ā¢ Creativity ā¢ Courage and conviction ā¢ Critical thinking ā¢ Emotional resilience ā¢ Vision ā¢ Flexibility
- 27. Agility and Leadership ā£ Having a plan is compulsoryābut knowing how to respond to the unknown is the real benefit of agile leadership
- 28. What types of people make agile leaders?
- 29. Mothers Are the Ultimate Agile Leaders
- 30. What skills, experiences and competencies have you developed as a parent that are transferable into your executive role?
- 31. Motherhood and Leadership Agility ā£ Skills ā¢ Self-awareness ā¢ Emotional intelligence ā¢ Flexibility ā¢ Conflict management ā¢ Listening and communications skills
- 32. Motherhood and Leadership Agility ā£ New challenges and ambiguity are the norm ā£ Acutely aware of how others process and respond to us ā£ This awareness helps us choose how to relate, support and nurture
- 33. Motherhood and Leadership Agility ā£ āThe villageā ā¢ Complementing gaps ā¢ Creating networks ā¢ Receive support
- 34. How do you conduct your yearly planning?
- 35. Leadership and Agility The best laid schemes of mice and men / Often go awry āRobert Burns
- 36. Benefits ā£ Provides a holistic view of the organizationās needs ā£ Enhances predictability ā£ Fosters collaboration ā£ Feedback is baked-in
- 37. Building an Agile Framework ā£ Define ā£ Measure ā£ Analyze ā£ Improve ā£ Control
- 38. Where Are You? ā£ What gets measuredāgets done ā¢ Take the time ā¢ Reflect and assess
- 39. Step 1: Define the Problem ā£ Business ā¢ What is the problem we are trying to solve? ā£ Communications ā¢ Establish stakeholder committee
- 40. Step 2: Measure the Current State ā£ Business ā¢ Identify high-impact activities ā¢ Where are the bottlenecks ā£ Communication ā¢ Conduct a user survey
- 41. Step 3: Analyze Causes ā£ Business ā¢ What IS causing the bottleneck? ā£ Communications ā¢ Hold feedback meetings
- 42. Step 4: Improve and Optimize ā£ Business ā¢ Minimize bottlenecks ā¢ Standardize thoughtfully ā£ Communication ā¢ Emphasize value over process improvements
- 43. Step 5: Control to Ensure Sustainability ā£ Business ā¢ Consider automation ā¢ Monitor ROI and other metrics for consistency ā¢ Observe adoption and correct deviations ā£ Communication ā¢ Governance
- 44. Agile Process: SCRUM ā£ Type of Agile PM methodology ā£ Resulted as a response to an age-old problem ā£ User-centric
- 45. Agile Process Implementation Fast, focused deployments make organizations succeed
- 46. Technology and Agility ā¢ Technology alone does NOT make you agile ā¢ āA fool with a tool is still a foolā ā¢ Foster ā¢ Adaptability ā¢ Transparency ā¢ Collaboration
- 47. Agility and ECM ā£ Definition ā£ DI + DM + CM + BPM + RM = ECM ā£ Philosophy and paradox
- 48. Laserfiche Forms
- 50. A Variety of Form Elements ā£ Single Line ā£ Number ā£ Page Rules ā£ Paragraph ā£ E-mail ā£ Lookup Rules ā£ Radio Button ā£ Date ā£ Scripting ā£ Checkbox ā£ Currency ā£ Styles ā£ Drop-down ā£ Custom Block ā£ Process Field ā£ File Upload ā£ Section ā£ Field Label ā£ Address ā£ Collection ā£ Required Field
- 54. Business Process Model and Notation
- 55. Fields Retained Across a Process
- 57. Build Charts from Form Data
- 58. Build Dashboards for Groups
- 59. Agility and Organizations ā£ Adapt or be left behind ā£ Work processes are being redesigned ā£ Reconfiguration of infrastructure = something different? ā£ Agility as a response to complexity
- 60. Finally ā£ The most inspired work is created byā¦ ā¢ ā¦by motivated individuals ā¢ ā¦through regular interaction among individuals ā¢ ā¦when individuals working together figure out how to be more effective ā¢ ā¦where the environment has minimum roadblocks and illogical restrictions
- 61. Selected Reading ā£ The Leadership Machine. Michael Lonbardo and Robert Eichinger ā£ Building High Performance Government Through Lean Six Sigma: A Leaderās Guide to Creating Speed. Agility and Efficiency. Mark Price and Walter Mores ā£ Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change. William Joiner and Stephen Josephs