I build the future - Agile 2014
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I build the future - Agile 2014 Presentation Transcript

  • 1. I build the future Andrew Clay Shafer Agile 2014
  • 2. @littleidea
  • 3. me
  • 4. @littleidea
  • 5. three stone cutters walk into a Pareto Inefficient Nash Equilibrium
  • 6. you have to be serious
  • 7. do you have to be so serious?
  • 8. buckle up
  • 9. meanwhile…
  • 10. software kept eating the world
  • 11. in conclusion
  • 12. you are either building a software business... or you will be losing to someone who is...
  • 13. obvious
  • 14. you are either building a learning organization... or you will be losing to someone who is...
  • 15. everybody wants to go to heaven none of them want to die
  • 16. learn the past
  • 17. my past
  • 18. Agile I absolutely hated it
  • 19. I hated the dogma I hated that it wasn’t working
  • 20. Beware the Expert “the keeper of the Agile”
  • 21. People say ‘Agile’, they really mean ‘Scrum’
  • 22. the most tepid Scrum
  • 23. the most tepid version of the most tepid Agile
  • 24. Agile was broken
  • 25. I didn’t realize what or why
  • 26. and then I got lucky...
  • 27. Salt Lake Agile Roundtable
  • 28. I went there for ammunition.
  • 29. what I got was more interesting I got lucky
  • 30. I was never interested in ‘being’ Agile...
  • 31. Context Matters
  • 32. how meta is too meta?
  • 33. obey, digress, separate
  • 34. digression…
  • 35. game theory the study of mathematical models of conflict and cooperation between intelligent rational decisions makers
  • 36. rational choosing to maximize a utility function
  • 37. information is bounded
  • 38. rationality is local
  • 39. Locally Rational Decision Making: The Distracting Effect of Information on Managerial Performance This paper describes a phenomenon called “locally rational” decision- making, in which the mere presence of information may have dysfunctional consequences even if decision makers do not process the information incorrectly. ! Using the results from an experiment conducted with a strategic market simulation game, we find that the accessibility of information results in a disposition to focus on those components of decision-making most clearly addressed by the information. ! If these are not the components most closely tied to success, overall performance may in fact suffer. The decision-making process is thus “locally rational” since it may be optimal with respect to specific components of a larger plan, but globally suboptimal with regard to ultimate outcomes and for the organization as a whole. http://pubsonline.informs.org/doi/abs/10.1287/mnsc.38.2.212?journalCode=mnsc
  • 40. more of my past
  • 41. humble and grateful
  • 42. somebody pinch me
  • 43. even more past
  • 44. 1945 to 1965: The Origins 1965 to 1985: The Software Crisis 1985 to 1989: No Silver Bullet 1990 to 1999: Prominence of the Internet 2000 to Present: Lightweight Methodologies I know this is true, because Wikipedia
  • 45. 1970s 1980s 1990s 2000s future? structured programming Cap Gemini SDM structured systems analysis and design methodology (ssadm) Information Requirement Analysis /Soft systems methodology (ssm) Object-oriented programming (OOP) Rapid application development (RAD) Dynamic systems development method (DSDM) Scrum Team software process Extreme programming (XP) capability maturity model (CMM) Capability Maturity Model Integration (CMMI) Information Technology Infrastructure Library (ITIL) ITIL 2007 devops ??? kanban lean software
  • 46. CMMI, so amaze, wow
  • 47. ITIL sounds great • ITIL Service Strategy: understands organizational objectives and customer needs. • ITIL Service Design: turns the service strategy into a plan for delivering the business objectives. • ITIL Service Transition: develops and improves capabilities for introducing new services into supported environments. • ITIL Service Operation: manages services in supported environments. • ITIL Continual Service Improvement: achieves services incremental and large-scale improvements.
  • 48. CMMI, make it stop CMMI for Development model: ! Maturity Level 2 - Managed CM - Configuration Management MA - Measurement and Analysis PMC - Project Monitoring and Control PP - Project Planning PPQA - Process and Product Quality Assurance REQM - Requirements Management SAM - Supplier Agreement Management ! Maturity Level 3 - Defined DAR - Decision Analysis and Resolution IPM - Integrated Project Management OPD - Organizational Process Definition OPF - Organizational Process Focus OT - Organizational Training PI - Product Integration RD - Requirements Development RSKM - Risk Management TS - Technical Solution VAL - Validation VER - Verification ! Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance QPM - Quantitative Project Management ! Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution OPM - Organizational Performance Management Maturity levels in CMMI for services[edit] There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5. Maturity levels in CMMI for services ! Maturity Level 2 - Managed CM - Configuration Management MA - Measurement and Analysis PPQA - Process and Product Quality Assurance REQM - Requirements Management SAM - Supplier Agreement Management SD - Service Delivery WMC - Work Monitoring and Control WP - Work Planning ! Maturity Level 3 - Defined CAM - Capacity and Availability Management DAR - Decision Analysis and Resolution IRP - Incident Resolution and Prevention IWM - Integrated Work Management OPD - Organizational Process Definition OPF - Organizational Process Focus OT - Organizational Training RSKM - Risk Management SCON - Service Continuity SSD - Service System Development SST - Service System Transition STSM - Strategic Service Management ! Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance QWM - Quantitative Work Management ! Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution OPM - Organizational Performance Management Maturity levels in CMMI for acquisition ! Maturity Level 2 - Managed AM - Agreement Management ARD - Acquisition Requirements Development CM - Configuration Management MA - Measurement and Analysis PMC - Project Monitoring and Control PP - Project Planning PPQA - Process and Product Quality Assurance REQM - Requirements Management SSAD - Solicitation and Supplier Agreement Development ! Maturity Level 3 - Defined ATM - Acquisition Technical Management AVAL - Acquisition Validation AVER - Acquisition Verification DAR - Decision Analysis and Resolution IPM - Integrated Project Management OPD - Organizational Process Definition OPF - Organizational Process Focus OT - Organizational Training RSKM - Risk Management ! Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance QPM - Quantitative Project Management ! Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution OPM - Organizational Performance Management
  • 49. ITIL
  • 50. ask me about scrum
  • 51. all practice, no theory no practice, all theory
  • 52. Theory Practice
  • 53. Theory Practice CMMI ITIL Scrum XP Crystal kanban
  • 54. software has been developed
  • 55. for every ‘must have’ practice, there exists a successful counter example
  • 56. success doesn’t result from a list of practices
  • 57. success doesn’t result from secret techniques
  • 58. success results from choice and circumstance
  • 59. www.techdarkside.com
  • 60. break the cycle
  • 61. innovations in infrastructure guiding ideas skills and capabilities awareness and sensibilities theory, methods and tools domain of action attitudes and beliefs domain of enduring change (organizational architecture) (deep learning cycle)
  • 62. improve the work > do the work
  • 63. do be do be do
  • 64. @littleidea’s practical guide to organizational transformation
  • 65. @littleidea’s practical guide to organizational transformation
  • 66. @littleidea’s practical guide to organizational transformation
  • 67. panacea peddlers as far as the eye can see
  • 68. buy MY secret to scale agile
  • 69. we know how to draw the owl
  • 70. why do we stop drawing?
  • 71. nothing may be more difficult than getting a person to understand something, when her salary depends upon not understanding it
  • 72. We are uncovering better ways of developing software by doing it and helping others do it...
  • 73. We are uncovering better ways of developing infrastructure by doing it and helping others do it...
  • 74. We are uncovering better ways of developing organizations by doing it and helping others do it...
  • 75. Through this work we have come to value: • individuals interacting with awesome processes and tools • working software... period, and documentation is nice too • delighting customers • learning from change and changing from learning
  • 76. this is not over
  • 77. keep uncovering
  • 78. you won’t succeed by finding devops
  • 79. you won’t succeed by hiring the next buzzword consultant
  • 80. The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change.
  • 81. success is about being the right people
  • 82. success is about becoming the right people
  • 83. don’t be afraid
  • 84. never stop becoming
  • 85. don’t limit yourself
  • 86. don’t limit us
  • 87. BECOME AWESOME
  • 88. come at me @littleidea