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Where is agile going withculture

Where is agile going withculture






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    Where is agile going withculture Where is agile going withculture Presentation Transcript

    • Where is Agile Going? Johanna RothmanNew: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
    • What is Your Biggest Challenge WithAgile in Your Organization Right Now? 2 © 2011 Johanna Rothman
    • Where Do You Think Agile Is? 3 © 2011 Johanna Rothman
    • Let Me Ask You For Some Data 4 © 2011 Johanna Rothman
    • Adoption: Breadth Not DepthPeople say the words, and don’t do the work--source: http://searchsoftwarequality.techtarget.com/feature/Agile-methodology-adoption-in-decline 5 © 2011 Johanna Rothman
    • Intent Has Crossed the ChasmIteration! Refactor! Retrospective! TDD! Story! 6 © 2011 Johanna Rothman
    • Has Agile Crossed the Chasm?Where are you going?How well are you delivering product to your customers?How well is your organization treating you? 7 © 2011 Johanna Rothman
    • Tests Can Bring Malicious Compliance 8 © 2011 Johanna Rothman
    • Dig a Little Deeper6,7,8-week iterationsDemo? We don’t need no stinkin’ demosHandoff to QATDD doesn’t work hereContinuous integration doesn’t work here<...> doesn’t work here 9 © 2011 Johanna Rothman
    • The Technical ChallengesAgile in the largeProduct owners: Overloaded operators?Project portfolio managementTeam creationManagement == leadershipA true agile culture 10 © 2011 Johanna Rothman
    • Agile MeansPersonal and Cultural Change 11 © 2011 Johanna Rothman
    • Agile Encourages Personal ChangeIf you build in “inspect and adapt” into your work, youbuild in the growth mindset 12 © 2011 Johanna Rothman
    • Agile Requires Cultural ChangeEach organization has its own culture Managers and technical leads imprint their cultural beliefs on top of the organizational culture People imprint their personal beliefs on top of that 13 © 2011 Johanna Rothman
    • Fixed Mindset vs. Growth MindsetFixed mindset => talent is all you needGrowth mindset => start with reasonable people, andthat people can learn This changes how you hire, how you create teams, how you manage “resources” Growth mindset managers and leads no longer need experts; they believe in generalizing specialists 14 © 2011 Johanna Rothman
    • Power DistanceLarge power distance: people expect to be told what todoSmall power distance: People expect to take on their ownworkWhat happens if you have middle managers who believe inlarge power distance with agile teams? 15 © 2011 Johanna Rothman
    • Uncertainty AvoidanceStrong uncertainty avoidance: strong need for rules andregulations. Proceed with change carefullyWeak uncertainty avoidance: strong belief in commonsense. Tolerance for ambiguity and chaosWhat happens if you have managers with stronguncertainty avoidance? 16 © 2011 Johanna Rothman
    • “Masculinity”Masculinity: Personal recognitionFemininity: Work with a cooperative teamHow do you do bonuses? How do you do recognition in amasculine environment? Who games the system? Whendo you attack the system? 17 © 2011 Johanna Rothman
    • What Are the Implications?Difficult transitions for management and across theorganization Differing mindset beliefs Differing power distance cultures Differing uncertainty avoidance beliefs Differing masculinity values 18 © 2011 Johanna Rothman
    • What Would Post-Agile Look Like?Agile in the largeReal product ownershipProject portfolio managementTeam creationManagement == leadershipA true agile culture 19 © 2011 Johanna Rothman
    • Agile in the LargeProgram managementGeographically distributed agile “Such investment will break our economic model” “Pay me now or pay me later”Agile architecture 20 © 2011 Johanna Rothman
    • Project Portfolio Management“Resource managers” might be the worst thing that hashappened in management Optimization at the person level instead of optimization at the organization levelWork has to flow through teams Commit, Kill, Transform?Eliminate multitasking 21 © 2011 Johanna Rothman
    • Team CreationPeople have to learn to how to become a self-organizedteam 22 © 2011 Johanna Rothman
    • Management == LeadershipManagement create the environment in which teams flourish Communities of Practice Managers can coach, provide meta feedback Project management Lead the hiring effortIterative strategic planningProject portfolio management 23 © 2011 Johanna Rothman
    • Crossing the Chasm is a Cultural Change Issue 24 © 2011 Johanna Rothman
    • Where Are You Going? 25 © 2011 Johanna Rothman
    • What is Your Biggest Challenge WithAgile in Your Organization Right Now? 26 © 2011 Johanna Rothman
    • References and More ReadingDweck, Carol. Mindset:The New Psychology of Success. Random House, 2006.Hofstede, Geert, Gert Jan Hofstede, Michael Minkov, Cultures andOrganizations : Software for the Mind, Third Edition, McGraw Hill, 2010.Look for my upcoming program management book, tentatively titled Agile& Lean Program Management: Collaborating Across the Organization Tons more on jrothman.com If you’d like me to stay in touch with you, please sign up for my email newsletter, fill out a yellow form, or email me. I’ll be putting these slides up on slideshare 27 © 2011 Johanna Rothman