Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility
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Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility

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Untitled - a key note ...

Untitled - a key note

Designed not to freak out 500 Agile believers in Dearborn Michigan, this presentation documents looks at the true principles of the Agile movement and the motivation for the Kanban Method. Identifying it as an alternative path to agility. It asks the audience to stop the pursuit of "doing Agile" and asks them to "start thinking agility".

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  • 1. Untitled a keynote Agile and Beyond Dearborn, Michigan 10th March 2012 David J. Anderson David J. Anderson & Associates, Inc. dja@djaa.com Twitter @agilemanager
  • 2. Agile Manifesto Agile & Beyond 2012
  • 3. 11 years on Agile & Beyond 2012
  • 4. STOP Agile & Beyond 2012
  • 5. doing Agile Agile & Beyond 2012
  • 6. Start! Agile & Beyond 2012
  • 7. Making agile organizations Agile & Beyond 2012
  • 8. Think Agility! Agile & Beyond 2012
  • 9. Act locally in your context Agile & Beyond 2012
  • 10. How to Think Agility! Agile & Beyond 2012
  • 11. Agile & Beyond 2012 Make progress with imperfect information
  • 12. Foster a high trust culture Agile & Beyond 2012
  • 13. Develop capability to respond to unfolding events Agile & Beyond 2012
  • 14. Treat WIP inventory as a liability rather than an asset Agile & Beyond 2012
  • 15. Respond faster with improved lead times Agile & Beyond 2012
  • 16. Knowledge work is perishable Agile & Beyond 2012
  • 17. Create feedback loops and enable a capability to adapt (evolve) Agile & Beyond 2012
  • 18. Embrace a craft ethic and pursue high quality through pride of workmanship Agile & Beyond 2012
  • 19. My philosophy Agile & Beyond 2012
  • 20. Don’t try to do Agile Instead Start with what you do now and improve your agility Agile & Beyond 2012
  • 21. Minimize resistance to adoption of new ideas and ways of workings Agile & Beyond 2012
  • 22. Identify problems one at a time Agile & Beyond 2012
  • 23. Make Incremental Evolutionary Changes Agile & Beyond 2012
  • 24. Don’t ask people to change Agile & Beyond 2012
  • 25. Respect current job titles, roles & responsibilities Agile & Beyond 2012
  • 26. Since 2004 kanban systems have been used to get beyond Agile and deliver improved agility Agile & Beyond 2012
  • 27. White boards were introduced in 2007 to visualize workflow and work items flowing through the process Agile & Beyond 2012
  • 28. WIP limits are used to create a pull system & and the board visually signals pull to make a kanban system WIP Limit – regulates work at each stage in the process Pull Flow – from Engineering Ready to Release Ready Agile & Beyond 2012
  • 29. Kanban board simulation 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Agile & Beyond 2012 Flow 2
  • 30. How does Kanban help with agility? Agile & Beyond 2012
  • 31. Make progress with imperfect information Agile & Beyond 2012
  • 32. Encourage craftsmanship and pride of workmanship Agile & Beyond 2012
  • 33. Pull criteria policies encourage a focus on quality & progress with imperfect information 5 4 Analysis Input Queue In Prog Done 4 Development Dev Ready In Prog Done Policies ~~~~~~ ~~~~ 2 2 Build Ready Test Policies ~~~~~~ ~~~~ Release Ready Stage Policies ~~~~~~ ~~~~ Prod. Agile & Beyond 2012 Policies ~~~~~~ ~~~~ 3
  • 34. Foster a High Trust Culture Agile & Beyond 2012
  • 35. Agile & Beyond 2012 Transparency of process. Collaboration and openness
  • 36. Agile & Beyond 2012 Empowerment through explicit policies
  • 37. Avg. Lead Time 30 -M ar 23 -M ar 16 -M ar 9M ar 2M ar eb 24 -F eb WIP 17 -F eb 240 220 200 180 160 140 120 100 80 60 40 20 0 10 -F Features Device Management Ike II Cumulative Flow Time Inventory Started Designed Coded Complete Agile & Beyond 2012 Reporting of demand versus capability
  • 38. Lead Time Distribution 3.5 3 CRs & Bugs 2.5 2 1.5 1 0.5 1 4 7 0 3 6 8 14 14 13 12 12 11 10 99 92 85 78 71 64 57 50 43 36 29 22 8 15 1 0 Days Mean of 31 days SLA expectation of 51 days with 98% on-time SLA expectation of 44 days with 85% on-time Agile & Beyond 2012 Understanding (lead time) capability
  • 39. DBA Team Velocity 90 80 Trend 70 60 50 Total Velocity Small support tasks 40 30 Trend 20 10 (not included in total velocity) Week of Christmas 0 Understanding (velocity) capability Agile & Beyond 2012 Courtesy Mattias Skarin client in 2009/2010, plotted weekly Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
  • 40. Create a capability to respond to unfolding events Agile & Beyond 2012
  • 41. Example classes of service  Expedite   Fixed Delivery Date   Significant delay incurred on or from a specific date in near future Standard Class   Significant immediate cost of delay (Near) linear cost of delay either immediate or near future Intangible Class  Agile & Beyond 2012 No tangible cost of delay within a reasonable lead time delivery window
  • 42. Allocate capacity across classes of service mapped against demand 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready 2 = 20 total Test Release Ready Allocation +1 = +5% 4 = 20% 6 = 30% Agile & Beyond 2012 10 = 50%
  • 43. Cost of Delay function sketches to delineate classes of risk Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); 1st priority - limit 1 Fixed date – orange; cost of delay goes up significantly after deadline; 2nd priority Standard - yellow; cost of delay is shallow but accelerates before leveling out; 3rd priority Intangible – blue; cost of delay is not incurrent until significantly later; 4th priority Agile & Beyond 2012
  • 44. Knowledge work is perishable Agile & Beyond 2012
  • 45. Limiting WIP delays commitment Agile & Beyond 2012
  • 46. Only commit when work items are pulled into the queue Agile & Beyond 2012
  • 47. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Agile & Beyond 2012 Commitment point 2
  • 48. Highlight delays Agile & Beyond 2012
  • 49. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Agile & Beyond 2012 Pink tickets show blocking issues 2
  • 50. Create Feedback Loops Agile & Beyond 2012
  • 51. Agile & Beyond 2012 Team-level Kaizen events happen naturally
  • 52. Agile & Beyond 2012 Operations reviews drive inter-team kaizen events
  • 53. The Kanban Method Agile & Beyond 2012
  • 54. Foundational Principles 1. 2. 3. Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities & job titles Agile & Beyond 2012
  • 55. 5 core practices for successful Kanban adoption 1. 2. 3. 4. 5. Deep Agile & Beyond 2012 Visualize Limit Work-in-Progress Manage Flow Make Policies Explicit Improve Collaboratively (using models & scientific method) Depth Shallow
  • 56. Book Published April 2010 Agile & Beyond 2012 A 72,000 word intro to the topic
  • 57. http://leankanbanuniversity.com http://www.limitedwipsociety.org LinkedIn Groups: Software Kanban Yahoo! Groups: kanbandev Yahoo! Groups: kanbanops
  • 58. Kanban System Adoption Examples Globally USA McKesson Vanguard GoDaddy Xbox Motley Fool CityGrid Media Ultimate Software Constant Contact SEP REI Robert Bosch Argentina Huddle ThomsonReuters UK BBC IPC Media Financial Times Microsoft Scandinavia Unibet Volvo Skania Spotify Ericsson Mainland EU Ubuntu Xing BWin Brazil ASR Petrobras CESAR Phidelils O Globo Israel Amdocs Answers.com TypeMock China & HK Thomson-Reuters Nike Australia Lonely Planet Telstra New Zealand Ministry of Social Development Agile & Beyond 2012
  • 59. Kanban System Adoption by Industry  Media   Games   Vanguard, Motley Fool, Chase, ASR Software & Telecoms  Amdocs, Ultimate, Constant Contact, Phidelis, SEP, Huddle, CESAR, Ubuntu Public Sector  Ministry of Defence (Denmark), Ministry of Social Development (New Zealand) Agile & Beyond 2012  Includes Robert Bosch, Volvo, Skania, Petrobras, Nike Finance & Insurance   Mostly small studios includes video arcade thru mobile games to online gambling such as Unibet & Bwin Manufacturing   Includes BBC, Sky, Lonely Planet, Time/Life, IPC, Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters
  • 60. Keynotes by: Gregory Howell Steven Spear Yochai Benkler Want higher value, more predictable deliveries? Looking for better risk management? Interested in Lean and Kanban?  HEAR KANBAN CASE STUDIES  LEARN THE MECHANICS  CONNECT WITH THE GLOBAL COMMUNITY Agile & Beyond 2012 http://lssc12.leanssc.org/
  • 61. Conclusion Agile & Beyond 2012
  • 62. STOP Agile & Beyond 2012
  • 63. doing Agile Agile & Beyond 2012
  • 64. Start! Agile & Beyond 2012
  • 65. Thinking Agility! Agile & Beyond 2012
  • 66. Act locally in your context Agile & Beyond 2012
  • 67. to create agile organizations Agile & Beyond 2012
  • 68. Make Progress with Imperfect Information Foster a High Trust Culture Treat WIP as a liability, delay commitment Reduce Lead Times, minimize Cost of Delay Encourage Quality of Workmanship Agile & Beyond 2012 Create Feedback Loops
  • 69. Stop doing Agile! Start Thinking Agility! Agile and Beyond Dearborn, Michigan 10th March 2012 David J. Anderson David J. Anderson & Associates, Inc. dja@djaa.com Twitter @agilemanager
  • 70. Thank you! Agile & Beyond 2012 dja@djaa.com http://djaa.com/
  • 71. About… David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and publishing and event planing business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers. He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola. David is the author of two books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business. David is a founder of the Lean Kanban University, a business dedicated to assuring quality of training in Lean and Kanban throughout the world. Agile & Beyond 2012 http://leankanbanuniversity.com Email: dja@djaa.com Twitter: agilemanager