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Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
Agile (making some sense of it all)
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Agile (making some sense of it all)

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Version 2. Discusses the perception that software projects live in the simple/complicated domain as outdated and that agile recognises they are complicated/complex problem. Also discusses that the …

Version 2. Discusses the perception that software projects live in the simple/complicated domain as outdated and that agile recognises they are complicated/complex problem. Also discusses that the adoption of agile in previous 13 years has been treated as a simple/complicated problem and that Kanban helps us manage it as a complex problem.

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  • 1. Agile (making some sense of it all)
  • 2. @chrisvmcd 2 Chris McDermott @chrisvmcd Coach/Developer/Conference Organiser www.leanagilescotland.com @LeanAgileScot
  • 3. @chrisvmcd what am I going to talk about • sense making • we face two problems • timeline • back in the day • ski resorts and a drinking weekend • agile adoption, the two day master and waterfall sandwiches • how do we do it they way we want to do it • food for thought 3
  • 4. @chrisvmcd cynefin 4 K-in-evin habitat or place “more properly understood as the place of our multiple belongings; the sense that we all, individually and collectively, have many roots: cultural, religious, geographic, tribal etc. We can never be fully aware of the nature of those belongings, but they profoundly influence what we are" http://c2.com/cgi/wiki?CynefinCentre
  • 5. @chrisvmcd 5
  • 6. @chrisvmcd Simple5
  • 7. @chrisvmcd Simple Complicated 5
  • 8. @chrisvmcd Simple ComplicatedComplex 5
  • 9. @chrisvmcd Simple ComplicatedComplex Chaotic 5
  • 10. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder 5
  • 11. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder relationship between cause and effect is obvious to all Known sense - categorise - respond Best Practice 5
  • 12. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder relationship between cause and effect is obvious to all Known sense - categorise - respond Best Practice Knownable relationship between cause and effect requires analysis/ investigation and experts sense - analyse - respond Good Practice 5
  • 13. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder relationship between cause and effect is obvious to all Known sense - categorise - respond Best Practice Knownable relationship between cause and effect requires analysis/ investigation and experts sense - analyse - respond Good Practice probe - sense - respond Unknownable relationship between cause and effect can only be perceived in retrospect Emergent Practice 5
  • 14. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder relationship between cause and effect is obvious to all Known sense - categorise - respond Best Practice Knownable relationship between cause and effect requires analysis/ investigation and experts sense - analyse - respond Good Practice probe - sense - respond Unknownable relationship between cause and effect can only be perceived in retrospect Emergent Practice no relationship between cause and effect at systems level act - sense - respond Novel Practice 5
  • 15. @chrisvmcd 6
  • 16. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder 7
  • 17. @chrisvmcd 8
  • 18. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder 9
  • 19. @chrisvmcd 10
  • 20. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder 11
  • 21. @chrisvmcd 12
  • 22. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder 13
  • 23. @chrisvmcd we have two problems; what to do and how to do it 14 “It is not enough to do your best; you must know what to do, and then do your best.” - W. Edwards Deming
  • 24. @chrisvmcd 15 Success 39% Failed 18% Challenged 43% Standish Report 2013
  • 25. @chrisvmcd back in the day 16
  • 26. @chrisvmcd 17
  • 27. @chrisvmcd predictable 18 “what you see is all there is” - Daniel Kahnemen
  • 28. @chrisvmcd 19
  • 29. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder what & how 20 the world seen through a waterfall
  • 30. @chrisvmcd 21
  • 31. @chrisvmcd 22
  • 32. @chrisvmcd 23
  • 33. @chrisvmcd 24
  • 34. @chrisvmcd 25 make progress with imperfect information core ideas
  • 35. @chrisvmcd 26 develop an evolutionary capability by implementing feedback loops core ideas
  • 36. @chrisvmcd 27 encourage a high trust culture core ideas
  • 37. @chrisvmcd 28 treat work in progress as if it were a liability rather than an asset core ideas
  • 38. @chrisvmcd 29 foster a craftsmanship ethic and a focus on quality and pride of workmanship core ideas
  • 39. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder what 30 an agile perspective
  • 40. @chrisvmcd 31
  • 41. @chrisvmcd 31
  • 42. @chrisvmcd 31
  • 43. @chrisvmcd 32
  • 44. @chrisvmcd 33
  • 45. @chrisvmcd 34
  • 46. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder how 35 it’s just stand up meetings and sticky notes
  • 47. @chrisvmcd Capability Time current desired 1 2 3 4 5 36
  • 48. @chrisvmcd organisational threshold Capability Time current desired 1 2 3 4 5 36
  • 49. @chrisvmcd 37
  • 50. @chrisvmcd 38
  • 51. @chrisvmcd 38
  • 52. @chrisvmcd 38
  • 53. @chrisvmcd 38
  • 54. @chrisvmcd 38
  • 55. @chrisvmcd 38
  • 56. @chrisvmcd 38
  • 57. @chrisvmcd 38
  • 58. @chrisvmcd 38
  • 59. @chrisvmcd 38
  • 60. @chrisvmcd 38
  • 61. @chrisvmcd 38
  • 62. @chrisvmcd 38
  • 63. @chrisvmcd 38
  • 64. @chrisvmcd 39
  • 65. @chrisvmcd 39
  • 66. @chrisvmcd 39 Legacy
  • 67. @chrisvmcd 39 Tools Legacy
  • 68. @chrisvmcd 39 Finance Tools Legacy
  • 69. @chrisvmcd 39 Finance Tools Legacy Customer
  • 70. @chrisvmcd 39 Finance Tools Legacy Customer Governance
  • 71. @chrisvmcd 39 Finance Tools Legacy Customer Governance Organisation
  • 72. @chrisvmcd 40
  • 73. @chrisvmcd Capability Time current desired 41
  • 74. @chrisvmcd Simple ComplicatedComplex Chaotic Disorder how 42 the challenge of change
  • 75. @chrisvmcd food for thought • not all problems are created equal • embrace uncertainty in what we do • recognise the complexity in how we do it • appreciate the whole system • don’t become agile, strive for agility 43
  • 76. @chrisvmcd thank you 44

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