The Power of Why
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The Power of Why

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The Power of Why The Power of Why Presentation Transcript

  • ! The power of Why! By Geir Amsjø, Agile42agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 20102
  • The 5 whys Ask why? over and over again like a curious little child - and you will understand things betteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • The 5 whys Use it to find root causes of problemsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • What is a Mindset? I never tried that before .. so I am sure I am good at itagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Two kinds of Mindset Fixed Growing I am great in maths, but If I exercise more I will suck in sports probably get better in sports I have a talent for skiing, but lack I need to work on my completely ball feeling ball feeling This is the way we What changes do do it around here we need to adapt and to get betteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • ?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Defined Process Control Empirical Process ControlInstitutionalizing a fixed mindset Institutionalizing a Growing mindset agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Process Control vs Complexity The Cynefin Framework From A Leader s Framework for Decision Making by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Process Control vs Complexity The Cynefin Framework Empirical Process Control Defined Process Control From A Leader s Framework for Decision Making by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Golden Circles Simon Sinek Startwithwhy.com Why How Whatagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • The Whys of Agileagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Ahmed Sidky, Executive Vice President, Santeonagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Limit Work Collective Collaboration in Progress Simplicity Openness ownership Sustainable Disci- pace pline Trans- parency Craftsmanship Frequent Continuous deliveries Focus Courage Process Trust Improvement Commitment Customer Empirical Value process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES AND PRINCIPLES Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES 5 Whys Continuous Integration Pair Kanban Programming Value Stream User Mapping Cross- Story functional teams Self- Stories Mapping Kano organization Analysis Collective Collaboration Planning ownership Limited WorkInformation in Progress PokerRadiators Simplicity Openness Sustainable DDDTask pace TDD Disci- Trans- Craftsman-Board ship pline parency ATDD Sprint BDD Focus Continuous Frequent deliveries Courage Process Improvement Spec. byRetro- Examplespectives Trust Customer Commitment Sprint Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Canvas MMF Innovation Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES, PRINCIPLES AND PRACTICES 5 Whys Continuous Integration Pair Kanban Programming Value Stream User Mapping Cross- Story functional teams Self- Stories Mapping Kano organization Analysis Collective Collaboration Planning ownership Limited WorkInformation in Progress PokerRadiators Simplicity Openness DDD Be Sustainable pace TDD Disci- Trans- Craftsman- Task Board pline ship parency ATDD Sprint Frequent deliveries Focus Agile Courage Continuous Process Improvement BDD Spec. byRetro- Examplespectives Trust Customer Commitment Value Empirical Usability Sprint review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Mapping Product Backlog Daily stand-up Do Grooming Product Canvas MVP MMF Innovation Accounting Agileagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile Strategy Mapping guides effective action •  Broadens scope for multiple strategic relationships •  Generates teamwork and shared outcome ownership •  Allows for outcome-driven control of effort (just enough effort) •  Holistic perspective allows for responsive action vs. •  Shape defines strategic relationships •  Leads to independent actions •  Weak control mechanisms •  Lacks holistic perspectiveagile42 | The Agile Coaching Company— Coaching Good Teams to Great www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Main Objective Strategic Objective(s) Perform Description of a desired outcome with key differentiators Birkebeinertrippelen Goal or Objective 2014agile42 | The Agile Coaching Company— Coaching Good Teams to Great www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities Sustainable basic training No injuries - Relationships or Interactions - Constraints or Targets Improve classical ski Perform technique Birkebeinertrippelen 2014 Sufficient specific training Good enough equipmentagile42 | The Agile Coaching Company— Coaching Good Teams to Great www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Get hart rate watch Necessary Conditions Understand stretching CLarify with family Minimum actions or deliverables needed to Do not overdo it! Strength exersice deliver just enough of a PSF. May contain Allocate enough time nested NCs until actionable backlog items are identified.SATS Membership No injuries Sustainable basic training Perform Improve classical Birkebeinertrippelen 2014 technique skiGet classical course Sufficient specific training Good enough equipment Do spinning in wither Get better bike Access to snow Get ski preparation Use rollerski in gear Plan mountain sommer trips agile42 | The Agile Coaching Company— Coaching Good Teams to Great www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Get hart rate watch Necessary Conditions Understand stretching CLarify with family Minimum actions or deliverables needed to Do not overdo it! Strength exersice deliver just enough of a PSF. May contain Allocate enough time nested NCs until actionable backlog items are identified.SATS Membership No injuries Sustainable basic training Perform Improve classical Birkebeinertrippelen 2014 technique skiGet classical course Sufficient specific training Good enough equipment Do spinning in wither Get better bike Access to snow Get ski preparation gear Use rollerski in Plan mountain sommer trips agile42 | The Agile Coaching Company— Coaching Good Teams to Great www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Thank You !agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Contact and information•  geir.amsjo@agile42.com"•  www.agile42.no "•  www.agile42.com"•  Blog: scrummaster.no"•  Twitter: @gamsjo"agile42 | The Agile Coaching Company— Coaching Good Teams to Great www.agile42.com | All rights reserved. Copyright © 2007 - 2012.