Think Like an Agilist (repeat)   Sydney Agile and Scrum 2014
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Think Like an Agilist (repeat) Sydney Agile and Scrum 2014

on

  • 626 views

Repeat of Think Like an Agilist for the Sydney Agile and Scrum Meetup

Repeat of Think Like an Agilist for the Sydney Agile and Scrum Meetup

Statistics

Views

Total Views
626
Views on SlideShare
621
Embed Views
5

Actions

Likes
3
Downloads
8
Comments
0

2 Embeds 5

http://www.slideee.com 3
http://www.linkedin.com 2

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Small groups 5, intro first

Think Like an Agilist (repeat) Sydney Agile and Scrum 2014 Presentation Transcript

  • 1. Think Like an Agilist: Practicing Agile culture using difficult scenarios Jason Yip jcyip@thoughtworks.com j.c.yip@computer.org @jchyip http://jchyip.blogspot.com
  • 2. Raise your hand if you believe culture is important for Agile
  • 3. Think about what how you understand what is meant by “culture”. Raise your hand once it’s clear in your head.
  • 4. Keep your hand up if you believe that your understanding is the same as everyone in the room
  • 5. “BUT we definitely consider culture important” “We don’t have a clear understanding of culture.” “We don’t have a shared understanding of culture.”
  • 6. Edgar Schein: 3 Levels of Culture Artefacts Espoused Values Underlying Assumptions Visible organisational structures and processes Strategies, goals, philosophies Unconscious, taken for granted beliefs, perceptions, thoughts, and feelings
  • 7. IF the foundations of “culture” are assumptions… THEN in order to understand Agile culture, we need to understand the underlying assumptions of Agile
  • 8. So how might we engage with our “shared, tacit assumptions”?
  • 9. Effective tactical leaders think differently about situations than ineffective ones “What are their interests?” “They’re all out to get me!”
  • 10. Run students through very difficult scenarios to expose and correct weaknesses in their thinking processes Think Like a Commander
  • 11. Think Like an Agilist is an approach I’ve created to expose how we think about a situation in order to allow us to practice Agile culture
  • 12. THINK LIKE AN AGILIST
  • 13. Let’s try it!
  • 14. Thinker: Respond to the scenario using think-aloud Scribe (1 or more): Capture the thoughts; remind Thinker to think-aloud
  • 15. Think Aloud Protocol • Describe what you are thinking, feeling, noticing, questioning so that the Scribe can capture it • What do you notice? want? suspect? • What questions do you have? • What actions would you take? • What else is passing through your head?
  • 16. But if you were thinking aloud, we can see that you didn’t think of that and didn’t consider it
  • 17. Warning! Scenarios may will be more unfair than reality • No body language to read • No other background available • Not allowed to ask for clarification (you can actually ask, but I likely won’t clarify)
  • 18. SCENARIO ONE
  • 19. Think Aloud Protocol Template • Describe what you are thinking, feeling, noticing, questioning so that the Scribe can capture it • What do you notice? want? suspect? • What questions do you have? • What actions would you take? • What else is passing through your head?
  • 20. DISCUSSION ONE
  • 21. Assess the response • What do the Thinker’s responses communicate about his/her underlying assumptions? • For example, • What factors are important when addressing a problem? • Who should be involved in problem-solving? • Etc. • What would you have done differently? • Why? What is different for your assumptions?
  • 22. END SCENARIO ONE
  • 23. Did you learn something about your underlying assumptions that you did not previously know?
  • 24. Scenario What do I think? Why do I think that?
  • 25. What are Agile assumptions? 1. ? 2. ? 3. ? 4. ?
  • 26. Other potential assumptions 1. The people closest to the problem should be involved in the problem-solving 2. Smaller steps are better than bigger steps 3. Don’t take a step until you know how to validate it 4. It’s better to clean up as you go then it is to make a big mess and fix later
  • 27. SCENARIO TWO
  • 28. DISCUSSION TWO
  • 29. Assess the response • What do the Thinker’s responses communicate about his/her underlying assumptions? • What would you have done differently? • Why? What is different for your assumptions?
  • 30. END SCENARIO TWO
  • 31. Overall impressions?
  • 32. REPLAY
  • 33. Underlying assumptions are the essence of culture
  • 34. Consider how you think and what you believe (aka foundation of culture) not just what you do (aka artefacts of culture)
  • 35. You can practice culture using think- aloud scenarios
  • 36. Adjustments if you do this yourself • Use small groups (3 – 4) • Use your own scenarios • Focus on the culture you want
  • 37. THE END