Agile Companies Go P.O.P.                    T O WA R D S A N E W A G I L E M A N I F E S T O                             ...
Keynotes             Why are you here?P.O.P. Copyright 2012, Curtis "Ovid" Poe
Are Great Companies Lucky? Published in Harvard Business Review Over 20,000 Companies From 1966 to 2006 http://hbr.org...
Most studies  Most studies  are crap  are crap        http://www.flickr.com/photos/redwoodphotography/4356518997/P.O.P. Co...
Sharpshooter Problem                                           Shoot first. Announce your target.P.O.P. Copyright 2012, Cu...
Reality trumps opinionBook                                       Apparent Superstars   Real SuperstarsAlchemy of Growth   ...
?P.O.P. Copyright 2012, Curtis "Ovid" Poe
Between                                                                            Between                                ...
So let’s pick a good planP.O.P. Copyright 2012, Curtis "Ovid" Poe
A Bad Planhttp://en.wikipedia.org/wiki/File:Waterfall_model_(1).svgP.O.P. Copyright 2012, Curtis "Ovid" Poe
Worst Case Scenario Lots of meetings Big projects AgileisAmateur Process is everythingP.O.P. Copyright 2012, Curtis "O...
ConformP.O.P. Copyright 2012, Curtis "Ovid" Poe
P.O.P. Copyright 2012, Curtis "Ovid" Poe
Agile Manifesto1. Individuals over process2. Software over documentation3. Customer collaboration over negotiation4. Chang...
ChessGoal                                CheckmateStrategy                            Plan to achieve your goalTactics    ...
BusinessGoal                                Mission statementStrategy                            An agile companyTactics  ...
What is P.O.P.?P           eopleO rganizationP           rocessP.O.P. Copyright 2012, Curtis "Ovid" Poe
PeopleP.O.P. Copyright 2012, Curtis "Ovid" Poe
People Are EverythingP.O.P. Copyright 2012, Curtis "Ovid" Poe
Unstructured Interviews Interviewers aren’t trained in interviews Different candidates/different questions Personality ...
Structured Interviews Same questions in same order Focused on specific skills needed Excellent predictive powerP.O.P. C...
Structured Interviews1. Job analysis2. Determine desired skills3. Develop questions4. Goal, role, action, score, speculati...
OrganizationP.O.P. Copyright 2012, Curtis "Ovid" Poe
Eyjafjallajökull Eruption 2010                  http://en.wikipedia.org/wiki/File:Eyjafjallajokull_volcano_plume_2010_04_1...
Agile Organizations Everyone is an owner Ownership means responsibility Responsibility requires authority Authority re...
Agile Organizations Small projects over large projects Information over opinion Employees are as important as customers...
Ownership Implies TrustP.O.P. Copyright 2012, Curtis "Ovid" Poe
Trust Did you hire the right people? Trust them to make decisions Decisions require informationP.O.P. Copyright 2012, C...
InformationP.O.P. Copyright 2012, Curtis "Ovid" Poe
Log Everything                                http://www.flickr.com/photos/ex_magician/4931775369/P.O.P. Copyright 2012, C...
Monitor Everything                   Monitor Everything                  http://commons.wikimedia.org/wiki/File:Eyes_at_th...
Challenge Assumptions                           http://commons.wikimedia.org/wiki/File:Leaning_Tower-Pisa.jpgP.O.P. Copyri...
Large projects fail                               http://www.ralentz.com/old/space/feynman-report.html                    ...
Break Down Large Projects Don’t do large projects (major caveats!) Do a series of small projects Each should add valueP...
VA LV E                        http://www.valvesoftware.com/company/Valve_Handbook_LowRes.pdfP.O.P. Copyright 2012, Curtis...
ProcessP.O.P. Copyright 2012, Curtis "Ovid" Poe
This Subroutine    sub perambulate {       my @thingies = @_;    foreach my $thing (@thingies) {          # validate the t...
5 lines of code …  5 page “code review”                              http://www.flickr.com/photos/titouanrusso/6153880964/...
Workflow: Management PerspectiveP.O.P. Copyright 2012, Curtis "Ovid" Poe
Workflow: Developer PerspectiveP.O.P. Copyright 2012, Curtis "Ovid" Poe
Workflow: Agile Perspective Compromise Tasks, not processes Testing, logging, and monitoringP.O.P. Copyright 2012, Curt...
Continuous … What? Continuous integration is old-skool! Try continuous deployment Courage instead of fear Minimize ris...
Testing TDD is not QA                                                      Testing Tradeoffs between unit/integration te...
Agile Project Management XP? Scrum? Kanban? Crystal? Something else?P.O.P. Copyright 2012, Curtis "Ovid" Poe
Implementing P.O.P. Becoming agile is a hard project An agile project One step at a time High value steps firstP.O.P. ...
Implementing P.O.P. Hiring: easy and hard Talk to your employees Assess risk/reward Pareto!P.O.P. Copyright 2012, Curt...
Once You’re Agile Never forget your goal Always question your processes Agile is a mindset, not a processP.O.P. Copyrig...
Agile Manifesto1. People over process2. Software over documentation3. Customer collaboration over negotiation4. Change ove...
A New Agile Manifesto?1. People over process2. Information over opinion3. Courage over fear4. Change over plansP.O.P. Copy...
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Agile Companies Go P.O.P.

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This my keynote speech for YAPC::Europe, 2012. It went over very well, but it is effectively a rough draft of this concept and needs work. However, it was popular enough that people kept asking to see it, even in its incomplete form.

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  • Thank YAPC::EUFirst conference since bookFather
  • LorenzoTorrentino 1550 1st edition. Ptolemaic view of the solar system.http://en.wikipedia.org/wiki/File:1550_SACROBOSCO_Tractatus_de_Sphaera_-_(16)_Ex_Libris_rare_-_Mario_Taddei_.JPG
  • http://hbr.org/2009/04/are-great-companies-just-lucky/ar/1
  • http://www.flickr.com/photos/redwoodphotography/4356518997/
  • A wiki you cannot edit
  • All Rights Reserved, Bonemill D-Signs Industrial Streetwear. Used with permission.Thanks to Michael King for permission to use this. http://www.facebook.com/pages/Bonemill-D-Signs-Industrial-Streetwear/184410624908816
  • Agile is a state of mind, not a series of steps
  • Kawasaki: “Beat Yamaha”Kennedy: “Go to the moon”
  • Are you a team player? Yes!What’s your weakness? I’m a workaholic!
  • Hard to lie!LesssubjectiveQuestions:situational, historical, technicalPractice the questions!
  • Wikis you can’t editKawasaki’s “Beat Yamaha”Kennedy: Go to the moon
  • Wikis you can’t edit
  • Edit the wiki. Tickets are CRUDMay as well print out a locked-down wiki and hand the hardcopy to new devs.Making decisions requires negative AND positive feedback. They need to know when they’re doing right. Let them know what success looks like.
  • Have big monitors on your walls
  • Galileo’s famous thought experiment: do heavier objects fall faster?A/B testing
  • If they don’t independently add value, it’s not a small project and you’re not managing risk (too much single-purpose software built)What if dugg.com goes bankrupt?What if dugg.com is eclipsed by a competitor?What if business goals change?
  • Doesn’t work with waterfallFewer lines of code to debug
  • Developer testing is not QAUnderstanding what happens BEFORE you deployUnit/Integration testing tradeoffs
  • Repeat what POP means
  • Collaborate: cooperate. To work with one anotherNegotiate: to deal or bargain with one another
  • Collaborate: cooperate. To work with one anotherNegotiate: to deal or bargain with one another
  • Agile Companies Go P.O.P.

    1. 1. Agile Companies Go P.O.P. T O WA R D S A N E W A G I L E M A N I F E S T O CURTIS “OVID” POEP.O.P. Copyright 2012, Curtis "Ovid" Poe
    2. 2. Keynotes Why are you here?P.O.P. Copyright 2012, Curtis "Ovid" Poe
    3. 3. Are Great Companies Lucky? Published in Harvard Business Review Over 20,000 Companies From 1966 to 2006 http://hbr.org/2009/04/are-great-companies-just- lucky/ar/1P.O.P. Copyright 2012, Curtis "Ovid" Poe
    4. 4. Most studies Most studies are crap are crap http://www.flickr.com/photos/redwoodphotography/4356518997/P.O.P. Copyright 2012, Curtis "Ovid" Poe http://www.flickr.com/photos/redwoodphotography/4356518997/§
    5. 5. Sharpshooter Problem Shoot first. Announce your target.P.O.P. Copyright 2012, Curtis "Ovid" Poe
    6. 6. Reality trumps opinionBook Apparent Superstars Real SuperstarsAlchemy of Growth 29 0%Big Winners/Big Losers 9 13%Blueprint to a Billion 26 8%Breakthrough Company 9 17%Built to Last 18 7%Creative Destruction 11 0%Good to Great 11 0%Granularity of Growth 42 0%In Search of Excellence 14 0%Peak Performance 21 0%Profit from the Core 32 17%Stall Points 67 0%What Really Works 14 0%P.O.P. Copyright 2012, Curtis "Ovid" Poe
    7. 7. ?P.O.P. Copyright 2012, Curtis "Ovid" Poe
    8. 8. Between Between players of equal skill, a bad strategy beats no strategy. http://commons.wikimedia.org/wiki/File:Chess-king.JPGP.O.P. Copyright 2012, Curtis "Ovid" Poe
    9. 9. So let’s pick a good planP.O.P. Copyright 2012, Curtis "Ovid" Poe
    10. 10. A Bad Planhttp://en.wikipedia.org/wiki/File:Waterfall_model_(1).svgP.O.P. Copyright 2012, Curtis "Ovid" Poe
    11. 11. Worst Case Scenario Lots of meetings Big projects AgileisAmateur Process is everythingP.O.P. Copyright 2012, Curtis "Ovid" Poe
    12. 12. ConformP.O.P. Copyright 2012, Curtis "Ovid" Poe
    13. 13. P.O.P. Copyright 2012, Curtis "Ovid" Poe
    14. 14. Agile Manifesto1. Individuals over process2. Software over documentation3. Customer collaboration over negotiation4. Change over plans http://agilemanifesto.org/P.O.P. Copyright 2012, Curtis "Ovid" Poe
    15. 15. ChessGoal CheckmateStrategy Plan to achieve your goalTactics Moves to support your strategyP.O.P. Copyright 2012, Curtis "Ovid" Poe
    16. 16. BusinessGoal Mission statementStrategy An agile companyTactics P.O.P.P.O.P. Copyright 2012, Curtis "Ovid" Poe
    17. 17. What is P.O.P.?P eopleO rganizationP rocessP.O.P. Copyright 2012, Curtis "Ovid" Poe
    18. 18. PeopleP.O.P. Copyright 2012, Curtis "Ovid" Poe
    19. 19. People Are EverythingP.O.P. Copyright 2012, Curtis "Ovid" Poe
    20. 20. Unstructured Interviews Interviewers aren’t trained in interviews Different candidates/different questions Personality valued over performance Very little predictive power https://apps.opm.gov/ADT/ContentFiles/SIGuide09.08.08.pdfP.O.P. Copyright 2012, Curtis "Ovid" Poe
    21. 21. Structured Interviews Same questions in same order Focused on specific skills needed Excellent predictive powerP.O.P. Copyright 2012, Curtis "Ovid" Poe
    22. 22. Structured Interviews1. Job analysis2. Determine desired skills3. Develop questions4. Goal, role, action, score, speculation (GRASS)5. Immediately assess answersP.O.P. Copyright 2012, Curtis "Ovid" Poe
    23. 23. OrganizationP.O.P. Copyright 2012, Curtis "Ovid" Poe
    24. 24. Eyjafjallajökull Eruption 2010 http://en.wikipedia.org/wiki/File:Eyjafjallajokull_volcano_plume_2010_04_18.JPGP.O.P. Copyright 2012, Curtis "Ovid" Poe
    25. 25. Agile Organizations Everyone is an owner Ownership means responsibility Responsibility requires authority Authority requires informationP.O.P. Copyright 2012, Curtis "Ovid" Poe
    26. 26. Agile Organizations Small projects over large projects Information over opinion Employees are as important as customersP.O.P. Copyright 2012, Curtis "Ovid" Poe
    27. 27. Ownership Implies TrustP.O.P. Copyright 2012, Curtis "Ovid" Poe
    28. 28. Trust Did you hire the right people? Trust them to make decisions Decisions require informationP.O.P. Copyright 2012, Curtis "Ovid" Poe
    29. 29. InformationP.O.P. Copyright 2012, Curtis "Ovid" Poe
    30. 30. Log Everything http://www.flickr.com/photos/ex_magician/4931775369/P.O.P. Copyright 2012, Curtis "Ovid" Poe
    31. 31. Monitor Everything Monitor Everything http://commons.wikimedia.org/wiki/File:Eyes_at_the_Prague_Police_Museum.jpgP.O.P. Copyright 2012, Curtis "Ovid" Poe
    32. 32. Challenge Assumptions http://commons.wikimedia.org/wiki/File:Leaning_Tower-Pisa.jpgP.O.P. Copyright 2012, Curtis "Ovid" Poe
    33. 33. Large projects fail http://www.ralentz.com/old/space/feynman-report.html http://www.idlewords.com/2005/08/a_rocket_to_nowhere.htmP.O.P. Copyright 2012, Curtis "Ovid" Poe http://commons.wikimedia.org/wiki/File:Space_Shuttle_Columbia_launching.jpg
    34. 34. Break Down Large Projects Don’t do large projects (major caveats!) Do a series of small projects Each should add valueP.O.P. Copyright 2012, Curtis "Ovid" Poe
    35. 35. VA LV E http://www.valvesoftware.com/company/Valve_Handbook_LowRes.pdfP.O.P. Copyright 2012, Curtis "Ovid" Poe
    36. 36. ProcessP.O.P. Copyright 2012, Curtis "Ovid" Poe
    37. 37. This Subroutine sub perambulate { my @thingies = @_; foreach my $thing (@thingies) { # validate the thingy } return @thingies; }P.O.P. Copyright 2012, Curtis "Ovid" Poe
    38. 38. 5 lines of code … 5 page “code review” http://www.flickr.com/photos/titouanrusso/6153880964/P.O.P. Copyright 2012, Curtis "Ovid" Poe
    39. 39. Workflow: Management PerspectiveP.O.P. Copyright 2012, Curtis "Ovid" Poe
    40. 40. Workflow: Developer PerspectiveP.O.P. Copyright 2012, Curtis "Ovid" Poe
    41. 41. Workflow: Agile Perspective Compromise Tasks, not processes Testing, logging, and monitoringP.O.P. Copyright 2012, Curtis "Ovid" Poe
    42. 42. Continuous … What? Continuous integration is old-skool! Try continuous deployment Courage instead of fear Minimize risk/maximize reward Continuous Deployment at IMVU: Doing the impossible fifty times a dayP.O.P. Copyright 2012, Curtis "Ovid" Poe
    43. 43. Testing TDD is not QA Testing Tradeoffs between unit/integration testing A/B test your bug fixes! http://commons.wikimedia.org/wiki/File:94-707-6_hybrid_rocket_test.jpg P.O.P. Copyright 2012, Curtis "Ovid" Poe
    44. 44. Agile Project Management XP? Scrum? Kanban? Crystal? Something else?P.O.P. Copyright 2012, Curtis "Ovid" Poe
    45. 45. Implementing P.O.P. Becoming agile is a hard project An agile project One step at a time High value steps firstP.O.P. Copyright 2012, Curtis "Ovid" Poe
    46. 46. Implementing P.O.P. Hiring: easy and hard Talk to your employees Assess risk/reward Pareto!P.O.P. Copyright 2012, Curtis "Ovid" Poe
    47. 47. Once You’re Agile Never forget your goal Always question your processes Agile is a mindset, not a processP.O.P. Copyright 2012, Curtis "Ovid" Poe
    48. 48. Agile Manifesto1. People over process2. Software over documentation3. Customer collaboration over negotiation4. Change over plansP.O.P. Copyright 2012, Curtis "Ovid" Poe
    49. 49. A New Agile Manifesto?1. People over process2. Information over opinion3. Courage over fear4. Change over plansP.O.P. Copyright 2012, Curtis "Ovid" Poe
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