The Agile Mindset - Agility Across Your Organization

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In this talk from the 2014 TriAgile conference, Cory Foy reveals secrets of why innovative techniques to agility are so difficult in our corporations, why that's a bad thing, and what we can learn …

In this talk from the 2014 TriAgile conference, Cory Foy reveals secrets of why innovative techniques to agility are so difficult in our corporations, why that's a bad thing, and what we can learn from Lean Startups and a relentless and ruthless focus on removing delays to make it better.

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  • 1. The Agile Mindset: Agility Across the Organization Cory Foy | foyc@coryfoy.com | @cory_foy http://www.coryfoy.com http://www.prettykoolapps.com Sunday, May 4, 14
  • 2. Act I:The Case for Agility Sunday, May 4, 14
  • 3. Agile http://www.flickr.com/photos/b1ue5ky/3621908203 /ˈajəl/ 1. Doesn’t Exist 2. Describes project management that wants to seem “hip” 3. May refer to the Agile Manifesto, or one of the myriad of frameworks and methodologies sprung from the manifesto, or a collection of practices and tools which somewhat resemble one of the myriad of frameworks and methodologies under the agile manifesto Sunday, May 4, 14
  • 4. Agility != Agile Sunday, May 4, 14
  • 5. Sunday, May 4, 14
  • 6. “You don’t want me to tell you what’s feasible, you just want me to tell you if we can do it at all costs” Sunday, May 4, 14
  • 7. The process that companies have optimized for execution inevitably interfere with the search processes needed to discover a new business model http://steveblank.com/2014/03/26/why-internal-ventures-are-different-from-external-startups/ Sunday, May 4, 14
  • 8. “75% of those organizations using Scrum will not succeed in getting the benefits that they hope for from it” - Ken Schwaber Sunday, May 4, 14
  • 9. http://www.flickr.com/photos/angeldye/9649741183 Sunday, May 4, 14
  • 10. [Agility] happens not by exception, but is integral to all parts of the firm - (apologies to) Steve Blank Sunday, May 4, 14
  • 11. Corporation - Permanent organization designed to execute a repeatable, scalable business model http://steveblank.com/2014/03/04/why-companies-are-not-startups/ http://www.flickr.com/photos/lewicki/7631355524 http://www.flickr.com/photos/23065375@N05/2246558373 Startup - Temporary organization in search of a repeatable, scalable business model Sunday, May 4, 14
  • 12. Visionary Companies distinguish their timeless core values (which should never change) from their operating practices and business strategies (which should be changing constantly in response to a changing world) - Jim Collins, Built to Last Sunday, May 4, 14
  • 13. Sunday, May 4, 14
  • 14. http://www.flickr.com/photos/bristolmotorspeedway/3381857259 Sunday, May 4, 14
  • 15. http://www.flickr.com/photos/adforce1/2841772751 Sunday, May 4, 14
  • 16. http://www.flickr.com/photos/12495774@N02/2405297371 Sunday, May 4, 14
  • 17. Realize BusinessValue Faster Stop Starting and Start Finishing Sunday, May 4, 14
  • 18. Act II:Visualizing Agility Sunday, May 4, 14
  • 19. http://www.flickr.com/photos/st3f4n/4370816189 Sunday, May 4, 14
  • 20. Low Context; Low Discovery; Needs Strict Guidelines Individual Team Project Program Organization Forces: Need heavy upfront analysis and strict project management, but don’t need context Sunday, May 4, 14
  • 21. Low Context; Low Discovery; Needs Strict Guidelines High Context; Discovery of Value; Intuition w/ lightweight risk management Novice Individual Forming Team Fully Defined Project Value Defined Program Follow the Plan Organization Forces: Need heavy upfront analysis and strict project management, but don’t need context Forces: Need rapid analysis and discovery with people who understand the context Sunday, May 4, 14
  • 22. Low Context; Low Discovery; Needs Strict Guidelines High Context; Discovery of Value; Intuition w/ lightweight risk management Novice Individual Expert Forming Team Performing Fully Defined Project Discovery Based Value Defined Program Value Discovered Follow the Plan Organization Respond to Change Forces: Need heavy upfront analysis and strict project management, but don’t need context Forces: Need rapid analysis and discovery with people who understand the context Sunday, May 4, 14
  • 23. Sunday, May 4, 14
  • 24. Scope Cost Schedule Sunday, May 4, 14
  • 25. Scope Cost Schedule Level 1 Level 5 Sunday, May 4, 14
  • 26. Scope Cost Schedule Level 1 Level 5 Sunday, May 4, 14
  • 27. Scope Cost Schedule Level 1 Level 5 Sunday, May 4, 14
  • 28. Scope Cost Schedule Level 1 Level 5 Sunday, May 4, 14
  • 29. Act III: Moving Towards Agility Sunday, May 4, 14
  • 30. 1 2 3 4 5 Practices Principles Low Context; Low Discovery; Needs Strict Guidelines High Context; Discovery of Value; Intuition w/ lightweight risk management Novice Individual Expert Forming Team Performing Fully Defined Project Discovery Based Value Defined Program Value Discovered Follow the Plan Organization Respond to Change Sunday, May 4, 14
  • 31. Sprint Planning Product Backlog In Sprint? Daily Standup Do Work Sprint Demo Retrospective Done? Ship and Party! Yes No Yes No Repeat Daily Scrum Sunday, May 4, 14
  • 32. SAFe Sunday, May 4, 14
  • 33. Kanban Sunday, May 4, 14
  • 34. 1 2 3 4 5 Practices Principles Scrum SAFe Kanban Sunday, May 4, 14
  • 35. Systems Thinking 286.5 / 1592.5 7 weeks of work 40 weeks to do the 7 weeks Sunday, May 4, 14
  • 36. Relentless and Ruthless Search for Waste and Delays http://www.flickr.com/photos/kt/146500920 Sunday, May 4, 14
  • 37. IT/IS Finance Facilities PMO HR Vendor Mgmt Sunday, May 4, 14
  • 38. • Deliver frequent increments (chunks) of valuable software •Automated Tests • Flexible Software • Cross-Functional Teams Agility in Delivery http://www.flickr.com/photos/restlessglobetrotter/128345994 Sunday, May 4, 14
  • 39. • Optimize for Collaboration • Open Spaces • Conference Rooms • Big Open Walls Agility in Facilities http://www.flickr.com/photos/sebastiaancollectie/13675406764 Sunday, May 4, 14
  • 40. • Prefer candidates capable of rapid analysis of changing situations • Prefer team builders to individual “rock stars” • Integrate the team into the hiring process •Allow for team-based metrics and performance reviews Agility in HR http://www.flickr.com/photos/olathegovnews/6936452113 Sunday, May 4, 14
  • 41. • SOWs align to features • Small increments where possible • Integrated with teams where possible • If part of flow, measure up to the handoff, and after receiving output to track internal cycle time Agility inVendor Management http://www.flickr.com/photos/commissary/5031052250 Sunday, May 4, 14
  • 42. • Project decomposed to valuable slices • Managed using flexible units of time • Prioritized byValue • Sequenced by ROI • Just in time decomposition and planning • Focus on “Just Enough” Governance Agility in Project / Product Management http://www.flickr.com/photos/number10gov/11997928585 Sunday, May 4, 14
  • 43. •Avoid Long-Horizon Cost Estimates • Ignore Project Cost Planning andVariance Analysis • Keep Cost Options Open - Set a Project Budget, and don’t report below that • Enable “Unallocated” capacities - Buffers Agility in Finance http://www.flickr.com/photos/alancleaver/2750890246 Sunday, May 4, 14
  • 44. These changes enabled our finance and planning function to become truly agile and lean...together with a flexible organization, also enable deferred decision making when planning the investments. http://scaledagileframework.com/?wpdmact=process&did=NTUuaG90bGluaw== http://scaledagileframework.com/leanagile-financial-planning-with-safe/ Sunday, May 4, 14
  • 45. Deferred decision making or real options here means that based on a feedback, an agile and lean organization may balance their investment portfolio based on the field feedback simply by reprioritizing the backlog priorities. http://scaledagileframework.com/?wpdmact=process&did=NTUuaG90bGluaw== http://scaledagileframework.com/leanagile-financial-planning-with-safe/ Sunday, May 4, 14
  • 46. A company with multiple agile projects may thus flexibly balance the resources and the investments across the projects based on received feedback and needs, as well as estimated payback functions. http://scaledagileframework.com/?wpdmact=process&did=NTUuaG90bGluaw== http://scaledagileframework.com/leanagile-financial-planning-with-safe/ Sunday, May 4, 14
  • 47. Deliver in Increments Business Driven Features Stakeholder Engagement Feature Sequencing FeatureValue / ROI Team-Based Performance Reviews Governance Budgeting/ Finance Vision Continuous Improvement / Kaizen Vendor Engagement Facilities Sunday, May 4, 14
  • 48. Drive From BusinessValue http://www.flickr.com/photos/epsos/8463683689 Sunday, May 4, 14
  • 49. Small Increments http://www.flickr.com/photos/oosakinana/4744387941 Sunday, May 4, 14
  • 50. Make All WorkVisible Sunday, May 4, 14
  • 51. Sunday, May 4, 14
  • 52. Cory Foy foyc@coryfoy.com @cory_foy blog.coryfoy.com prettykoolapps.com coryfoy.com Sunday, May 4, 14