I build the future
Andrew Clay Shafer

Agile 2014
@littleidea
me
@littleidea
three stone cutters walk into a
Pareto Inefficient Nash Equilibrium
you have to be serious
do you have to be so serious?
buckle up
meanwhile…
software kept eating the world
in conclusion
you are either building a
software business...
or you will be losing
to someone who is...
obvious
you are either building a
learning organization...
or you will be losing
to someone who is...
everybody wants to
go to heaven
none of them
want to die
learn the past
my past
Agile
I absolutely hated it
I hated the dogma
I hated that it wasn’t working
Beware the Expert “the keeper of the Agile”
People say ‘Agile’, they really mean ‘Scrum’
the most tepid Scrum
the most tepid version of the most tepid Agile
Agile was broken
I didn’t realize what or why
and then I got lucky...
Salt Lake Agile Roundtable
I went there for ammunition.
what I got was more interesting I got lucky
I was never interested in ‘being’ Agile...
Context Matters
how meta is too meta?
obey, digress, separate
digression…
game theory
the study of mathematical models of conflict
and cooperation between intelligent rational
decisions makers
rational
choosing to maximize a utility function
information is bounded
rationality is local
Locally Rational Decision Making:
The Distracting Effect of Information on Managerial Performance
This paper describes a p...
more of my past
humble and grateful
somebody pinch me
even more past
1945 to 1965: The Origins
1965 to 1985: The Software Crisis
1985 to 1989: No Silver Bullet
1990 to 1999: Prominence of the...
1970s 1980s 1990s 2000s future?
structured
programming
Cap Gemini SDM
structured systems analysis
and design methodology (...
CMMI, so amaze, wow
ITIL sounds great
• ITIL Service Strategy: understands organizational objectives and
customer needs.
• ITIL Service Design...
CMMI, make it stop
CMMI for Development model:
!
Maturity Level 2 - Managed
CM - Configuration Management
MA - Measurement ...
ITIL
ask me about scrum
all practice, no theory
no practice, all theory
Theory Practice
Theory Practice
CMMI
ITIL
Scrum
XP
Crystal kanban
software has been developed
for every ‘must have’
practice, there exists a
successful counter example
success doesn’t result
from a list of practices
success doesn’t result
from secret techniques
success results from
choice and circumstance
www.techdarkside.com
break the cycle
innovations in
infrastructure
guiding ideas skills and
capabilities
awareness
and
sensibilities
theory,
methods and
tools
...
improve the work > do the work
do be do be do
@littleidea’s practical guide to organizational transformation
@littleidea’s practical guide to organizational transformation
@littleidea’s practical guide to organizational transformation
panacea peddlers as far as the eye can see
buy MY secret to scale agile
we know how to draw the owl
why do we stop drawing?
nothing may be more difficult than getting a person
to understand something, when her salary
depends upon not understanding...
We are uncovering better ways of
developing software by doing it and
helping others do it...
We are uncovering better ways of
developing infrastructure by doing it and
helping others do it...
We are uncovering better ways of
developing organizations by doing it and
helping others do it...
Through this work we have come to value:
• individuals interacting with awesome processes and tools

• working software......
this is not over
keep uncovering
you won’t succeed by
finding devops
you won’t succeed by hiring
the next buzzword consultant
The learning organization is one that has
the capacity to integrate people and
structures in order to move toward
continuo...
success is about
being the right people
success is about
becoming the right people
don’t be afraid
never stop becoming
don’t limit yourself
don’t limit us
BECOME AWESOME
come at me
@littleidea
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
I build the future - Agile 2014
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I build the future - Agile 2014

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I build the future - Agile 2014

  1. 1. I build the future Andrew Clay Shafer Agile 2014
  2. 2. @littleidea
  3. 3. me
  4. 4. @littleidea
  5. 5. three stone cutters walk into a Pareto Inefficient Nash Equilibrium
  6. 6. you have to be serious
  7. 7. do you have to be so serious?
  8. 8. buckle up
  9. 9. meanwhile…
  10. 10. software kept eating the world
  11. 11. in conclusion
  12. 12. you are either building a software business... or you will be losing to someone who is...
  13. 13. obvious
  14. 14. you are either building a learning organization... or you will be losing to someone who is...
  15. 15. everybody wants to go to heaven none of them want to die
  16. 16. learn the past
  17. 17. my past
  18. 18. Agile I absolutely hated it
  19. 19. I hated the dogma I hated that it wasn’t working
  20. 20. Beware the Expert “the keeper of the Agile”
  21. 21. People say ‘Agile’, they really mean ‘Scrum’
  22. 22. the most tepid Scrum
  23. 23. the most tepid version of the most tepid Agile
  24. 24. Agile was broken
  25. 25. I didn’t realize what or why
  26. 26. and then I got lucky...
  27. 27. Salt Lake Agile Roundtable
  28. 28. I went there for ammunition.
  29. 29. what I got was more interesting I got lucky
  30. 30. I was never interested in ‘being’ Agile...
  31. 31. Context Matters
  32. 32. how meta is too meta?
  33. 33. obey, digress, separate
  34. 34. digression…
  35. 35. game theory the study of mathematical models of conflict and cooperation between intelligent rational decisions makers
  36. 36. rational choosing to maximize a utility function
  37. 37. information is bounded
  38. 38. rationality is local
  39. 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. 40. more of my past
  41. 41. humble and grateful
  42. 42. somebody pinch me
  43. 43. even more past
  44. 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. 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. 46. CMMI, so amaze, wow
  47. 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. 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. 49. ITIL
  50. 50. ask me about scrum
  51. 51. all practice, no theory no practice, all theory
  52. 52. Theory Practice
  53. 53. Theory Practice CMMI ITIL Scrum XP Crystal kanban
  54. 54. software has been developed
  55. 55. for every ‘must have’ practice, there exists a successful counter example
  56. 56. success doesn’t result from a list of practices
  57. 57. success doesn’t result from secret techniques
  58. 58. success results from choice and circumstance
  59. 59. www.techdarkside.com
  60. 60. break the cycle
  61. 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. 62. improve the work > do the work
  63. 63. do be do be do
  64. 64. @littleidea’s practical guide to organizational transformation
  65. 65. @littleidea’s practical guide to organizational transformation
  66. 66. @littleidea’s practical guide to organizational transformation
  67. 67. panacea peddlers as far as the eye can see
  68. 68. buy MY secret to scale agile
  69. 69. we know how to draw the owl
  70. 70. why do we stop drawing?
  71. 71. nothing may be more difficult than getting a person to understand something, when her salary depends upon not understanding it
  72. 72. We are uncovering better ways of developing software by doing it and helping others do it...
  73. 73. We are uncovering better ways of developing infrastructure by doing it and helping others do it...
  74. 74. We are uncovering better ways of developing organizations by doing it and helping others do it...
  75. 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. 76. this is not over
  77. 77. keep uncovering
  78. 78. you won’t succeed by finding devops
  79. 79. you won’t succeed by hiring the next buzzword consultant
  80. 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. 81. success is about being the right people
  82. 82. success is about becoming the right people
  83. 83. don’t be afraid
  84. 84. never stop becoming
  85. 85. don’t limit yourself
  86. 86. don’t limit us
  87. 87. BECOME AWESOME
  88. 88. come at me @littleidea
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