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Taking Flight
From Aspiration to
Transformational Action
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Your Aviator…
IT Executive Leadership Coach 24 years IT Experience/21 years S/W Development
27 years Management
Deming, Reengineering, Agile/Lean
Military/Federal (Inside & Outside)
Product Companies
Multiple Industries
18 years Acquisition
Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC)
(GLASScon/LeanCoffeeDC/GALE)
Lean Start-up & Product Mgmt
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WHY
WHAT HOW
Better ROI, Changing market/mission needs Increased competition, Workforce demands
Change ‘approach’ used to produce software
Introduce Agile/Lean
Business Reasons (for Agililty)
BOTTOMLINE There is always one or more REAL business
reasons for introducing change. Don’t ignore these, harness them.
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Business Value Stream(s)
Business Value Stream(s)
Business Reason(s)
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WHY WHAT HOW
Want better results for our business (& us)
Change to get these results
Operationalize & sustain change
Agile Transformation (Transition, Adoption, etc.)
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Agile Transformation is
strategic in nature.
(Transition, Adoption, etc.)
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Business Value Stream(s)
Business Value Stream(s)
One Possible Strategy
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Top 5 Reasons Agile Projects Failed
Lack of experience w/agile methods
Company philosophy/culture at odds w/core agile values
Lack of Management Support
External pressure to follow traditional waterfall processes
Lack of Support for Cultural Transition
Ability to Change Org Culture 44% Personnel w/Agile Experience 35% General Resistance to Change 34% Pre-existing non Agile Framework 32% Management Support 29%
Top 5 Barriers to Agile Adoption
Sources: VersionOne State of Agile Survey 2014
Culture
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2012 Ability to Change Org Culture 52% General Resistance to Change 41% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 31%
Top 5 Barriers to Agile Adoption
2011 Ability to Change Org Culture 52% Personnel w/Agile Experience 40% General Resistance to Change 39% Management Support 34% Project Complexity 30%
2010 Ability to Change Org Culture 51% General Resistance to Change 40% Personnel w/Agile Experience 40% Management Support 34% Project Complexity 31%
Sources: VersionOne State of Agile Surveys 2010-13
Culture
2013 Ability to Change Org Culture 53% General Resistance to Change 42% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 30%
Culture
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“Culture eats Strategy for breakfast.” - Peter Drucker
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Culture
Behaviors That Are Not Tolerated
Tolerated Behaviors
Preferred Behaviors
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We’ll start
3 models with
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Accredited to Michael Sahota & Olaf Lewitz
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Collaborative Control
Competency Cultivation
Schneider Cultural Model
Rea
lity
Ori
ente
d
Poss
ibili
ty O
rien
ted
People Oriented Org Oriented
The Reengineering Alternative, William Schneider
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Using the Schneider Model
• Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement)
• Where the largest cluster occurs, this is the dominant culture
• There may be “sub-cultures” that are different
• A culture may straddle borders (this is a continuum)
• A new organization may not yet have a dominant culture
• Recommend also plotting where you want your dominant culture to be…
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Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
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Decisions Habits Culture
Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
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Many ‘solution’ decisions are captured in
the organizational
and its
paths
structure
communication
Conway’s Law is alive and well.
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Business Value Stream(s)
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Business Value Stream(s)
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Business Value Stream(s)
SDLC Value Stream SDLC Value Stream SDLC Value Stream
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Customers
Line (Mission)
Support
Strategy
Value Streams become
entangled in the
hierarchy
Ops Mgmt
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Customers
Line (Mission)
Support
Strategy
Value Streams become
entangled in the
hierarchy
Ops Mgmt
-- truly --
(Only one truly tangled value stream shown…)
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Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits.
Evil is committed by
the well-meaning
The Power of Habit, Charles Duhigg
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Decisions Δ Habits Δ Culture
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Taking Flight Approach
• Set an aspirational target aligned with the business value stream
• Examine possible routes
• Select the best route and the first waypoint(s) – Consider each leg an experiment
– Work details/make decisions operationally
– Inspect & Adapt at each waypoint
– Make course corrections
– Squadron mates
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Establish an Aspirational Vision of your future
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Aspiration :: (noun)
1. strong desire, longing, or aim; ambition
2. a goal or objective desired
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End State :: (noun)
1. The set of required conditions that defines
achievement of the commander's objectives.
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Aspirational vs End State
• Any end state you choose may be wrong (don’t use BUFD for your Org Change)
• No defined end state = never done assists mindset Δ – Revisit aspiration and progress towards it regularly
– Use interim states that move you in the right direction and are more concrete
– Continual experiments/Contained failures
– Measure relative performance improvements
– It’s how you apply Product Thinking to your organization
• Aspirations can more easily balance between the soft and hard skills needed
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In terms of
A vision
Aspirations Organizational Transformation,
are…
not too complex The set of characteristics based on this vision
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Why is Setting an Aspiration Important?
• Casts what the ‘agile’ means to the organization; personalizes it – includes a ‘business’ (or mission) view
• Determines what the most relevant principles from Agile (or Lean, or Software Craftsmanship) mean to the organization
• Guides decisions within the organization; achieves alignment (include the business!)
• Provides guidance for course corrections once we go in-flight
Avoids Imposed Agile…
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Who are the customers
of your organization’s
change effort?
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The
in the people
organization
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4 Types of Co-Creation (mapped to Culture types of Schneider Model)
Collaborative Cultivating
Competency Controlling
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How do I
determine
which one?
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By Asking…
Controlling Invitation/Encouragement to ‘Influencers’
Competency Invitation/Inclusion of Relevant/Knowledgeable
Collaborative Invitation for Those Interested
Cultivating Invitation/Reach out to Network of Interest
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4 Types of Co-Creation (mapped to Initial Engagement Activities )
Open Space|World Café Open Space|World Café
Workshops|World Café Workshops
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Over time…
the Culture will evolve…
choose a
different co-creation approach for decisions
aligned with the new Culture
review it with a Retrospective
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Lots of Approaches to Creating One
Lego for Serious Play
KrisMap
Vision Statements
Cover Story Innovation Game
We want common agreement & understanding…
Participatory Creation > Clear Communication > Proclamation
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A Federal Government Example
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“Deliver mission value daily.” “Constantly improve delivery, by
reducing waste and through new ideas.”
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Collaborative Control
Competency Cultivation
Aspirational Characteristics on Schneider Cultural Model
Rea
lity
Ori
ente
d
Poss
ibili
ty O
rien
ted
People Oriented Org Oriented
Collaborative
Innovative
Resourceful/Can-Do Optimistic
Pragmatic
Adds Value
Cost Conscious Considerate
Organized
Risk Taker
Responsive
Decisive
Flexible Positive Attitude
Sense of Humor Speedy
Stamina
Motivated
Integrity
Reader
Focused on Business Results
Confident
Empathetic
Reliable
One Voice
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we have a
how do we Target Aspiration,
Now that
incremental step? determine
the next
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the Current State
Understand
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Lots of Approaches to This Too…
Process Models
SWOT Analysis
Customer Personas
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation
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Aspiration Starting
Point
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and
Operational Actions Prioritize
Determine
to achieve
the Next State congruent
Vision with the
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Take simple
steps P
P Simple does not imply easy…
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Lots of Approaches to This Too…
Forcefield Analysis
Strategy Maps
Priority vs Energy Exercises
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation
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Goal: Roadmap of Prioritized Δs for
Incremental, Relative Improvement
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Current State
Aspiration
Next State
Process Δs
Org Structure
Δs
New Practices
Habit Δs
Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
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Many Things to Change Depending on What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Support Networks
• New Practices
• New/Streamlined Processes
• Rewards for Δ in Behaviors
• Create/Eliminate Ceremonies
• New Habits The Hardest to Do
& the most crucial
Some of these will be Experiments
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Reminder…
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Decisions Δ Habits Δ Culture
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Find Key Practices to avoid being eaten… Habits
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What Might Be Some of the Habits We Want to Change?
• Ways meetings are conducted
• Ways meetings are scheduled
• How managers give feedback
• What agreements are explicit or implicit
• How decisions are made and owned
• Whether people show vulnerability
• How people learn new skills Fed example
Note: want org habits reinforcing an Agile mindset
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Habit Loop
Habit
Trigger Reward Craving
The Power of Habit – Charles Duhigg
OldNew
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Training
Need to Know Something New
Recognition
Craving For
Recognition
Example Federal Org Habit Around Training
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Training
Need to Know Something New
Recognition
Craving For
Recognition
Example Federal Org Habit Around Training
self-study/experimentation = Learning
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Finding Leverage Points
• The habit to change is formal training to learning
• Step 1: Habit Loop Causality Diagram
• Habit Loop will reveal underlying complexity
– More Steps
– Reinforcing Loop
• Step 2: Look for Limiting Conditions & Side Effect Loops
self-study/experimentation =
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Training Request
Need to Know Something New
Recognition
Formal Training
Full Causal Diagram
Fulfill IDP or Certification
Easy to Measure
Statement of Intent
Self-Study
Experiment
Absorb & Share Learning
Learn the Lingo to “Look Smart”
Get By/ Impress
Lack of Failure
Shows Vulnerability
Avoids Showing Vulnerability
“The Recognized Expert”
“The Self-Made Expert”
“Whew, Passed the Test!”
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What Does This Show?
• 2 Leverage Points: – Remove Pain of Showing Vulnerability to Learning
– Remove Value of IDP Based on Courses
• 1 Side Effect: – Lack of Failure makes formal training easier than
experimentation
• There is an expected delay between absorbing the real learning and then receiving recognition – Decided to reward the experiment itself regardless of
whether it was successful or failed
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Current State
Aspiration
Next State
Process Δs
Org Structure
Δs
New Practices
Habit Δs
Manage the Δ
Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
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“No plan survives contact with the enemy.”
- Helmuth von Moltke the Elder
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Inspect + Adapt
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Value Stream(s)
Org Retro
What So What
Now What
Measures
Retrospectives for Organizational Change, Jutta Eckstein
Measures
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Org Retro
What So What
Now What
Gather Data
Generate Insights
Decide Data
(Measures/ Perspectives) Execute Δs
Open
Close
Value Stream(s)
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Status Quo
New Status Quo
disruption amount
disruption time
Satir Change Curve
A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
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How can we promote Sustainable Change?
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Definitions
Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable
Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation
“Change Capacity”
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+
= limit to change
> disruption amount
Capacity is the WIP
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+
net effect time
tolerance to time-lag defined by environment
=
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+ net effect
time balance limit vs lag
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To-Do In Work Done
Organizational Change Capacity WIP Limit =
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Aspiration Starting
Point
Promotes
Restricts
Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement
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Aspiration Starting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
Employee Indoctrination
Successes Only
Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement
Specialized Silos
Group Think
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Current State
Aspiration
Next State
Process Δs
Org Structure
Δs
New Practices
Habit Δs
Manage the Δ Δ Kanban
Δ Validation Board
Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
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Determine the
Change Domain
Make change, Monitor for results
Retrospect, Decompose
Experiment for Solutions
Solve, Observe patterns
Cynefin Framework, David Snowden
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Transformation Kanban Next Up In-Work Backlog Complete Ready Measure Done
Based On Org
Capacity
Based On Org
Capacity
Based On
Org & Capacity
To Measure
Based On
Org & Capacity
To Measure
Based On Org
Capacity
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Next Up In-Work Backlog Complete
Transformation Kanban Ready Measure Done
Based On Org
Capacity
Based On Org
Capacity
Based On
Org & Capacity
To Measure
Based On
Org & Capacity
To Measure
Based On Org
Capacity
Organizational WIP
Team has • Capacity • Charter • Measures • Expected
Outcomes
Team has • Completed
Actions
Team has • Measured
Results
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Validation Board
Assumptions
Benefactor
Issue
Solution
P1 P2 P3 P4 P5
Riskiest Assumption
Experiment
Result
Invalidated Validated
Hypothesis
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Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet, form a triad
– Third person holds the other two accountable to their commitments
• Grow network as pairs/triads
– Net-Map Technique is a great tool here
Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
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of
and Hidden Assumptions
Biases
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A Couple of Typical Biases or Assumptions
• People just don’t want to change – So explain to me why people will take up a new hobby
later in life or move across country? (Hint1: it is in their interest – find mutual desire)
(Hint2: involve them – co-creation)
• Agile has issues scaling to large programs – Why do you have a large program? Could this be solved in
a different manner with sets of smaller applications? (Hint1: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions)
(Hint2: descale to individual applications before adopting a scaling framework – look to scale agility horizontally 1st, vertically 2nd)
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Adding Bureaucracy Will Not Create Success
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Agile Teams Tend to be here!
Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
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Most Policies Tend to be here!
Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
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Most Programs
Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
Tend to be here!
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Complicated + Complex Overrides Ordered + Simple
+ = Process Team Result
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…
1
2
3
n Worse Case
Best Case
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Strive to decomplicate… Help teams operate as simple and ordered as possible.
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Apply the pants principle… Simple process adopted by the team doing the work in a simple structure.
+ Process Team
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Customers
Strategy
Value Streams your
Detangle
Ops Mgmt
Line (Mission)
Support
Line (Mission)
Team
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Customers
Strategy
Value Streams your
Detangle
Ops Mgmt
Line (Mission)
Support
Line (Mission)
Teams
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Customers
Strategy
Value Streams your
Detangle
Ops Mgmt
Line (Mission)
Support
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Customers
Line (Mission)
Teams
Support Services
Strategy
Value Streams of a Network
Portfolio Support
to
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Thanks! and
Have a Good Flight!
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Paul M. Boos http://paulmboos.com
[email protected] @paul_boos 703-307-4322 (mobile)
Games for Agility, Learning, and Engagement (GALE)