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Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
Complexity, governance and agile team - Agile Cambridge Sep 2013
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Complexity, governance and agile team - Agile Cambridge Sep 2013

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Presentation from my workshop at Agile Cambridge, September 2013.

Presentation from my workshop at Agile Cambridge, September 2013.

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  • Developer group saw it as complex and a joint responsibility between them and the project manager.    Project Managers saw it as simple and not their problem — they left it for the team & IT exec to decide.  in an organisation, that'd be a recipe for the developers to want to plan some experimentation and expect their PM to support them in doing this, while the PM would just expect the team to make a choice & get on with it
  • Who I amIndependent consultantDo 2 things – help set up project (untangle complexity); help keep in touch with what’s going onUnusual perspective on assurancePortfolio of mid-size projects rather than single large programmeDifferent twists, but aligns to where many organisations are at, so will share experienceAgenda
  • Transcript

    • 1. Complexity, Governance, Team Agile Cambridge, 2013 1 Complexity, Governance & the Agile Team
    • 2. Objectives  What is governance?  How do our perceptions of “good governance” vary?  Does complexity influence this?  Governance is contextual – no single “correct” model. Complexity, Governance, Team Agile Cambridge, 2013 2
    • 3. Agenda 15 min Discussion 60 min Two exercises 15 min Debrief Complexity, Governance, Team Agile Cambridge, 2013 3
    • 4. Who chooses the development process? Complexity, Governance, Team Agile Cambridge, 2013 4 Complex. Belongs to team plus PM. Simple (“just do it”). Belongs to team plus exec “Belongs to me”
    • 5. Complexity, Governance, Team Agile Cambridge, 2013 5 Institute on Governance (www.iog.ca) Governance is the process whereby societies or organisations make important decisions, determine whom they involve and how they render account. The right people are involved in these decisions They track outcomes & act to improve them They follow an acceptable process (“due process”) We know which decisions matter
    • 6. Complexity, Governance, Team Agile Cambridge, 2013 6
    • 7. Dave Snowden Cynefin Complexity, Governance, Team Agile Cambridge, 2013 7 I can just decide and do it We’d assemble a team of experts We’d need to do an experiment or pilot/prototype If we need to think about this, we’re in the wrong place
    • 8. Break into teams Complexity, Governance, Team Agile Cambridge, 2013 8
    • 9. Exercises  60 Minutes  Dot vote on the matrix – 5 dots per person per decision  Position the decision post-its against the four corners  Go with your gut, then discuss & refine if you have time  Ask me if you need clarification Complexity, Governance, Team Agile Cambridge, 2013 9
    • 10. Debrief  Circulate around the teams: What’s different? What’s the same? What’s surprising? Complexity, Governance, Team Agile Cambridge, 2013 10
    • 11. Complexity, Governance, Team Agile Cambridge, 2013 11 Final thoughts He who forgets history is condemned to repeat it.  Good governance lets you focus energy on decisions, not process  If you don’t define governance up front, you revisit it for every decision  Agile shifts the locus and timing of decisions  It doesn’t remove the need to think about governance  Decisions are often fuzzy  People have divergent opinions who should make which decision  This derails projects & programmes, unless it’s addressed head on governance
    • 12. Thank you graham@grahamoakes.co.uk @GrahamDOakes (Give me your contact details if you want today’s outputs.) 12 Complexity, Governance, Team Agile Cambridge, 2013
    • 13. Complexity, Governance, Team Agile Cambridge, 2013 13  Making sense of technology…  Many organisations are caught up in the complexity of technology and systems.  This complexity may be inherent to the technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.  We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects.  Clients…  Cisco Worldwide Education – Architecture and research for e-learning and educational systems  Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems  Dover Harbour Board – Systems and architecture review  MessageLabs – Architecture and assurance for partner management portal  National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy  The Open University – Enterprise architecture, CRM and product development strategies  Oxfam – Content management, CRM, e-Commerce  Thames Valley Police – Internet Consultancy  Sony Computer Entertainment – Global process definition  Amnesty International, Endemol, tsoosayLabs, Vodafone, … Graham Oakes Ltd
    • 14. Materials  Matrix charts  Brown paper for 4 corners  Decision post-its  Dots for voting  Pens, spare post-its, blue-tack Complexity, Governance, Team Agile Cambridge, 2013 14

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