Pete Behrens
Greater Oklahoma Software Symposium
Oklahoma City · June 1 - 3, 2007
Founder/CEO @ Agile Leadership Journey
Pete Behrens didn't set out to become a leadership expert. His professional journey began as an engineer, solving technical problems, but life had other plans. Over three decades, Pete has evolved from individual contributor to technical leader to business executive and organizational coach, learning that the most complex challenges aren't technical; they're human.
As Founder and CEO of Agile Leadership Journey, Pete has dedicated his career to helping leaders navigate uncertainty with courage and authenticity. He believes that leadership isn't about having all the answers; it's about having the humility to ask better questions and the courage to step forward when the path isn't clear.
Pete’s debut book, “Into the Fog: Leadership Stories from the Edge of Uncertainty,” captures decades of leadership wisdom through compelling real-world stories. The book reveals how authentic leadership emerges not in moments of clarity, but in the uncertainty of everyday challenges–what Pete calls “the Fog.”
An influential speaker, Pete has shared his insights at various global conferences and hosts the Relearning Leadership™ podcast, where he engages with industry experts and leaders to explore the evolving landscape of leadership and organizational development.
Presentations
Agile Enterprise Architecture: The role of the architect
Are you overrunning your architectural runway? Many companies struggle with their ability to retain their architectural integrity when they transition to agile methods. Emergent Architecture (the other EA) can lead to cowboy coding and ad-hoc design decisions that emerge into a poor overall architecture.
Enterprise Architecture (EA) has been a tried and true approach to address these architectural needs throughout the organization, yet this approach often leads to a heavy-handed, document-rich, control-oriented culture lacking ability to keep pace with today's dynamic business environment.
Attempting to integrate an agile process with an Enterprise Architecture approach can be like mixing oil and water - they just don't work together. This session evaluates alternatives in balancing Agility and EA and proposes an architectural approach to build an Agile Enterprise Architecture into your organization.
Agile Metrics and Measurements
Are you being asked to measure your agility? How productive is your team? What is the quality of your product? How accurate are your estimates? Be careful, you will get what you measure.
This session will evaluate metrics which attempt to measure productivity, quality, esimation accuracy, value, and return on investment within the context of an agile project. What measurements are teams using and why? We will explore various measurements used by session participants and discuss some of their pros and cons.
Agile Estimating, Planning and Tracking: Part I
Business leaders and stakeholders require accountability and accuracy in our software release projections and yet, as an industry, we have failed. However, many of these same leaders are not convinced that agile is any more than an excuse to avoid projections at all. While it is true that agility provides the framework to support change, it doesn't mean you can't provide accurate projections. In fact, a well-executed agile process actually provides more accurate results with less time investment than traditional methods. This session will demonstrate these agile project management techniques to manage 6-12 month projects.
This session focuses on the release level, followed by Part II which focuses on the sprint level.
Agile Tooling: Team to Enterprise
“YAGNI (You Ain't Gonna Need It)” and “Doing the simplest thing possible” are mantras of agile development. A white board, sticky notes, and flip chart paper are by far the best tools for individual teams. However, when coordinating work across 10 - 50 teams across 12 time zones, more tooling is required. Learn how agile enterprises are leveraging tooling to manage their portfolios, projects and products.