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Why agile doesn't work in your organization
 

Why agile doesn't work in your organization

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This presentation was delivered at Agile Tour Toronto 2012

This presentation was delivered at Agile Tour Toronto 2012

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    Why agile doesn't work in your organization Why agile doesn't work in your organization Presentation Transcript

    • Why Agile doesn’t work in your organization... Gino Marckx Director Agile Practice ... and how to make it work cbna EthiopeanTribes, Karo by Dietmar Temps Wednesday, 30 January, 13
    • cbn Raise your hands by Stina Jonsson Wednesday, 30 January, 13
    • Leading Causes of Failed Agile Projects 0% 5% 10% 15% 20% None of our agile projects failed Don't know Lack of experience with agile methods Lack of understanding of broader org change required Company philosophy or culture at odds with agile values External pressure for waterfall New to agile; haven't completed a project Lack of mutual trust between business and development Lack of cultural transition Insufficient training Unwillingness of team Lack of management support Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Leading Causes of Failed Agile Projects 0% 5% 10% 15% 20% None of our agile projects failed Don't know Lack of experience with agile methods Lack of understanding of broader org change required Company philosophy or culture at odds with agile values External pressure for waterfall New to agile; haven't completed a project Lack of mutual trust between business and development Lack of cultural transition Insufficient training Unwillingness of team Lack of management support Tactical (16%) Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Leading Causes of Failed Agile Projects 0% 5% 10% 15% 20% None of our agile projects failed Don't know Lack of experience with agile methods Lack of understanding of broader org change required Company philosophy or culture at odds with agile values External pressure for waterfall New to agile; haven't completed a project Lack of mutual trust between business and development Lack of cultural transition Insufficient training Unwillingness of team Lack of management support Strategic (24%) Tactical (16%) Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Leading Causes of Failed Agile Projects 0% 5% 10% 15% 20% None of our agile projects failed Don't know Lack of experience with agile methods Lack of understanding of broader org change required Company philosophy or culture at odds with agile values External pressure for waterfall New to agile; haven't completed a project Lack of mutual trust between business and development Lack of cultural transition Insufficient training Unwillingness of team Lack of management support Cultural (26%) Strategic (24%) Tactical (16%) Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Barriers to Further Agile Adoption 0% 10% 20% 30% 40% 50% 60% Ability to change organizational culture Availability of personnel with right skills General resistance to change Management support Project complexity Confidence in ability to scale Customer collaboration Perceived time to transition Budget constraints None Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Barriers to Further Agile Adoption 0% 10% 20% 30% 40% 50% 60% Ability to change organizational culture Availability of personnel with right skills General resistance to change Management support Project complexity Confidence in ability to scale Customer collaboration Perceived time to transition Budget constraints None Tactical (0.44) Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Barriers to Further Agile Adoption 0% 10% 20% 30% 40% 50% 60% Ability to change organizational culture Availability of personnel with right skills General resistance to change Management support Project complexity Confidence in ability to scale Customer collaboration Perceived time to transition Budget constraints None Strategic (1.15) Tactical (0.44) Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • Barriers to Further Agile Adoption 0% 10% 20% 30% 40% 50% 60% Ability to change organizational culture Availability of personnel with right skills General resistance to change Management support Project complexity Confidence in ability to scale Customer collaboration Perceived time to transition Budget constraints None Cultural (1.17) Strategic (1.15) Tactical (0.44) Copyright 2011 VersionOne - State of Agile Survey 2011 Wednesday, 30 January, 13
    • “ ” Agile does not work here... Wednesday, 30 January, 13
    • cbn Group work by Eldan For which reasons does Agile NOT work in your team? Wednesday, 30 January, 13
    • cbn Group work by Eldan Debrief Wednesday, 30 January, 13
    • Organizational Culture Wednesday, 30 January, 13
    • “The way to get things done around here” Deal and Kennedy “Cultures can be distinguished by values that are reinforced within organizations” O’Reilly, Chatman and Caldwell “The behaviors that members believe are required to fit in and meet expectations within their organization” Robert A. Cooke “An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims” Pugh D. S. Wednesday, 30 January, 13
    • Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright Wednesday, 30 January, 13
    • Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright cbn School of fish by Alan Wolf - cb 5 Double-crested Cormorants Morro Strand by Mike Baird - cbna EthiopianTribes, Suri by Dietmar Temps Wednesday, 30 January, 13
    • Relationships Behaviours Language Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright Wednesday, 30 January, 13
    • Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright Wednesday, 30 January, 13
    • 5.Team - Innocent Wonderment “Life is great!” 1.Alienated - Undermining “Life sucks” 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright Wednesday, 30 January, 13
    • cbn Group work by Eldan Classify your team’s culture. At which stage is your team operating? ...and you? Wednesday, 30 January, 13
    • cbn Group work by Eldan Debrief Wednesday, 30 January, 13
    • Dunning-Kruger Effect cbn Confrontation by Kokotron Wednesday, 30 January, 13
    • We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. Wednesday, 30 January, 13
    • AgileValues Wednesday, 30 January, 13
    • Agile Principles AgileValues Wednesday, 30 January, 13
    • Agile Practices Agile Principles AgileValues Wednesday, 30 January, 13
    • Requirements Product Vision / Vision Statement Product Backlog User Stories Use Cases Usage Scenarios Personas Planning Poker Requirement Prioritization Design Architectural Spikes / Spike Solutions Domain Driven Design Emergent Design / Evolutionary Design CRC Cards Design by Contract System Metaphor Construction Coding Style / Coding Guidelines / Coding Standard Test Driven Development Behavior Driven Development Pair-Programming / Pairing Refactoring Collective Code Ownership Daily Builds / Automated Builds / Ten-Minute Builds Continuous Integration Code Reviews / Peer Reviews Software Metrics / Code Metrics & Analysis Source Control / Version Control Issue Tracking / Bug Tracking Configuration Management Frequent Delivery / Frequent Releases Testing Unit Testing Smoke Testing / Build Verification Test Integration Testing System Testing Exploratory Testing Test Automation Storytesting / Acceptance Criteria / Acceptance Testing Process Timeboxing / Fixed Sprints / Fixed Iteration Length Release Planning Iteration Planning / Planning Game / Sprint Planning Sprint Backlog Task Board Definition of Done / Done Done Daily Stand-up Meeting / Daily Scrum Velocity Sprint Review / Iteration Demo Value Stream Mapping Root Cause Analysis / 5 Whys Burn Down Charts / Burn Up Charts Big Visible Charts / Information Radiators Retrospective / Reflection Workshop Organization Small Team Cross-Functional Team Self-Organizing Team / Scrum Team Colocated Team / Sitting Together / Common Workspace On-Site Customer / Product Owner Scrum Master Sustainable Pace Move People Around Scrum of Scrums Wednesday, 30 January, 13
    • Requirements Product Vision / Vision Statement Product Backlog User Stories Use Cases Usage Scenarios Personas Planning Poker Requirement Prioritization Design Architectural Spikes / Spike Solutions Domain Driven Design Emergent Design / Evolutionary Design CRC Cards Design by Contract System Metaphor Construction Coding Style / Coding Guidelines / Coding Standard Test Driven Development Behavior Driven Development Pair-Programming / Pairing Refactoring Collective Code Ownership Daily Builds / Automated Builds / Ten-Minute Builds Continuous Integration Code Reviews / Peer Reviews Software Metrics / Code Metrics & Analysis Source Control / Version Control Issue Tracking / Bug Tracking Configuration Management Frequent Delivery / Frequent Releases Testing Unit Testing Smoke Testing / Build Verification Test Integration Testing System Testing Exploratory Testing Test Automation Storytesting / Acceptance Criteria / Acceptance Testing Process Timeboxing / Fixed Sprints / Fixed Iteration Length Release Planning Iteration Planning / Planning Game / Sprint Planning Sprint Backlog Task Board Definition of Done / Done Done Daily Stand-up Meeting / Daily Scrum Velocity Sprint Review / Iteration Demo Value Stream Mapping Root Cause Analysis / 5 Whys Burn Down Charts / Burn Up Charts Big Visible Charts / Information Radiators Retrospective / Reflection Workshop Organization Small Team Cross-Functional Team Self-Organizing Team / Scrum Team Colocated Team / Sitting Together / Common Workspace On-Site Customer / Product Owner Scrum Master Sustainable Pace Move People Around Scrum of Scrums Jurgen Appelo - http://www.noop.nl/2009/04/the-big-list-of-agile-practices.html Wednesday, 30 January, 13
    • cbn Group work by Eldan Discuss which stage individual Agile techniques rely on • Goals of the practice • Requirements for it to work Wednesday, 30 January, 13
    • cbn Group work by Eldan Debrief Wednesday, 30 January, 13
    • So do we throw away our Agile practices? Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Share Knowledge Increase Quality Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality “We are great” Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality “We are great” Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality “We are great” “I am great” Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality “We are great” “I am great” Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality “We are great” “I am great” Dominance Manage & Control Wednesday, 30 January, 13
    • Stage Requires Goals Pair Programming Trust Equality Accountability Share Knowledge Increase Quality “We are great” “I am great” Dominance Manage & Control Code Review+ Wednesday, 30 January, 13
    • 5.Team - Innocent Wonderment “Life is great!” 1.Alienated - Undermining “Life sucks” 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright Wednesday, 30 January, 13
    • 5.Team - Innocent Wonderment “Life is great!” 1.Alienated - Undermining “Life sucks” 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” • Language • Behaviours • Relationships Wednesday, 30 January, 13
    • 5.Team - Innocent Wonderment “Life is great!” 1.Alienated - Undermining “Life sucks” 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” • Path of least resistance • Language • Behaviours • Relationships Wednesday, 30 January, 13
    • 5.Team - Innocent Wonderment “Life is great!” 1.Alienated - Undermining “Life sucks” 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” • Path of least resistance • Reward the positive • Language • Behaviours • Relationships Wednesday, 30 January, 13
    • 5.Team - Innocent Wonderment “Life is great!” 1.Alienated - Undermining “Life sucks” 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” • Path of least resistance • Reward the positive • Metrics that drive wanted behaviour • Language • Behaviours • Relationships Wednesday, 30 January, 13
    • 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Nobel Cause SharedValues Triads Wednesday, 30 January, 13
    • 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Nobel Cause SharedValues Triads • Encourage to work on something bigger Wednesday, 30 January, 13
    • 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Nobel Cause SharedValues Triads • Encourage to work on something bigger • Show success of teams operating at stage 4 Wednesday, 30 January, 13
    • 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Nobel Cause SharedValues Triads • Encourage to work on something bigger • Show success of teams operating at stage 4 • Manage using transparency, overcommunicate Wednesday, 30 January, 13
    • 3. Domination - Lone Warrior “I am great... and you are not” 2. Separated - ApatheticVictim “My life sucks” 4. Partnerships - Tribal Pride “We are great... and you are not” Nobel Cause SharedValues Triads • Encourage to work on something bigger • Show success of teams operating at stage 4 • Manage using transparency, overcommunicate • ... Wednesday, 30 January, 13
    • cbn Group work by Eldan Brainstorm 3 action points to upgrade your team’s culture Wednesday, 30 January, 13
    • cbn Group work by Eldan Debrief Wednesday, 30 January, 13
    • Leveraging Natural Groups to Build aThriving Organization Dave Logan, John King & Halee Fischer-Wright •75% Operates at Stage 3 or lower •Use practices that work •Use Stage 4 Language •Form Triads Wednesday, 30 January, 13
    • Thank you! Gino Marckx Director Agile Practice cbna EthiopeanTribes, Karo by Dietmar Temps Wednesday, 30 January, 13