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8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
8 lessons learned from becoming agile
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8 lessons learned from becoming agile

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1.Why do you want to be agile? …

1.Why do you want to be agile?
L1: Set a goal for being agile or you achieve nothing
L2: Commit to agile values and principles; your practices will follow
L3: Piloting is learning. Learning is progress.

2.How to reach business agility?
L4: Business agility is about having adaptability and predictability
L5: Create product vision and validate it with customer development
L6: Find your Minimum Viable Product

3.Organization as a people system
L7:Optimize the whole
L8: Build great teams

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  • Who am I?Why this topic?This is the most AMBIOUS set I ever done, if you pick 1-2 lessons then I have succeeded.
  • 3 themes, way to categorize
  • BEING VS. DOING
  • They did not have any goal for BEING agileThey have no way to know if they were getting any better
  • Football, no goals 22 guys running after the ball, why?
  • goal as self-organizing method (apollo 13) Vasco: What are they trying to achieve with retrospectives? Just be “more” agile?MIKÄ ON HUITALEEN TAVOITE? We want to deliver customer wishes today!
  • Release every day (TDD, CI)Huitale – Scrum- Scrumban – KanbanNEXT: So how to adopt agile then?
  • LOTS of ways, what’s the real point of all these?
  • Getting to the next step as ”progress”
  • …manifesto is about software development!
  • Startup learning cycle (Plan-Do-Check-Act)Example: In our product development it takes 8 days to get idea to production with measurements in place
  • Startup learning cycle (Plan-Do-Check-Act)Example: In our product development it takes 8 days to get idea to production with measurements in place
  • 1. Server went down: Why?: Too much load2. Why? knowledge - lib too much CPU load3. Why? junior developer4. Why? no training5. Why? Cause our manager does not believe in training / wanted to cut training budget
  • TAUKO!
  • Adaptability = Be able to change (direction in Biz)Predictability = Be able to predict how long it takes to get done with the change
  • TAUKO!NEXT: Lets take a look at some common question on running the biz
  • Customer is LOST. Plan won’t survive.
  • Customer is LOST. Plan won’t survive.
  • Parallel process to product developmentDiscover, Validate, Create (contract), scale
  • Information flows
  • Problem team figures out the problem (might have PO)Solution team works on the solution to the problemCOLLABORATION (Lesson 2) – UX, Architecture visions
  • Porsche
  • VolvoExample: 300 configurations, (NO TESTING – DROP CUSTOMER)
  • Test manually if you customer really wants itNext: Ok, lets take a look back a bit…
  • DoD – Do you validate the things are used? Do you drop features?
  • Can be better than Maximum Product!
  • MUISTA TAUKO....
  • IncentivesEvery system has a goal – identify it, step outsideWhat’s stopping the system to give the output i want?Time from concept to cashEffectiveness is often inefficientCross-Funtionality
  • Get out of your silo! Silos are bad -> cross-functional teamsScaling is about synchorinizing, portfolio management and leadership (goals)Anonymity creates dysfunctions (blaming)Watch out for distribution
  • Managers role, retrospectives(mattias skarin leader has impediment list), cowboy managers, fearmake sure there is a way to handle thoseNext: Lets look more about the teams / people
  • Smell: Fear of being vulnerable (Being open)Leader: Go first, not perfect
  • Smell: Consensus > Best solutionLeader: Make people say their opinions
  • Smell: Lack of buyin, it is not MY thingLeader: What does it mean for us, team, company
  • Smell: No confrontation, messengersLeader: Get ppl together to talk, talk to them
  • Smell: My goals, my EGOLeader: it is about us, collective outcomes
  • “They asked what are my tools, but not what kind of team we have build and how”
  • How to contact me laterWhat I doHuitale in russian... Well lets not talk about that
  • Do not assume any practice to work for you by just moving it from one context to another
  • Transcript

    • 1. 8 lessons learned
      from becoming agile
      15.5.2010 ESTONIA
      Marko Taipale
    • 2. Visited 13companies
      Coached2agile transitions and 10+ teams
      Co-founded1Lean startup
      Trained over300people
    • 3. Failed enough to tell stories
      Succeeded enough to show results
    • 4. 1.Why do you want to be agile?
      2. How to reach business agility?
      3.Organization as a people system
    • 5. 1.Why do you want to be agile?
      (Being = respect the values and principles)
    • 6. 80%
      had no goal for being agile
      no method to reach the goal …
      no way to measure if they were getting any better
    • 7. No Goal – No chance to Score
    • 8. Lesson #1
      Set a goal for being agile, otherwise you achieve nothing
      (It’s ok to figure it out...)
    • 9. “What does method X
      say about Y?”
    • 10. “What does method X
      say about Y?”
      Collaborate!
    • 11. Lesson #2
      Commit to agile values and principles; your practices will follow
      Craft your own process
    • 12. Pilot,
      Scale,
      Optimize
    • 13. Pilot,
      Scale,
      Optimize
    • 14. Pilot,
      Scale,
      Optimize
      OR
      Visualize the value stream
      Fix the way you manage product development
      Continuous Improvement
    • 15. Pilot,
      Scale,
      Optimize
      Multiple ways so what’s the point?
      OR
      Visualize the value stream
      Fix the way you manage product development
      Continuous Improvement
    • 16. Pilots are not about proving if agile works
      Forward motion is often thought as progress
    • 17. Lesson#3
      Pilot is about learning
      …not “working software”
      … not about getting results
      Continuous Improvement
    • 18.
    • 19. Make the cycle as short as possible
    • 20. A way of learning
      5whys
      There are no technical problems only human problems
    • 21. Lesson #1
      You need to have a SMART goal
      Lesson #2
      Commit to agile values and principles; your practices will follow
      Lesson #3
      Progress is about learning
    • 22. 2. How to reach business agility?
    • 23. ”Agile teams need to value
      adaptability over predictability”
      - Someone in Twitter
    • 24. Lesson #4
      Business agility is about having adaptability and predictability
      - My experience
    • 25. ” Where do I get the backlog?” what to build
    • 26.
    • 27. “No plan survives first contact with the customers”
      - Steven Blank
    • 28. Customer Development
      Customer
      Discovery
      Customer
      Validation
      Customer
      Creation
      Scale
      Company
    • 29. Customer Development
      Customer
      Discovery
      Customer
      Validation
      Customer
      Creation
      Scale
      Company
      Hypotheses, experiments,
      insights
      Data,
      feedback,
      Insights
      Agile
      Product
      Development
    • 30. Customer Development
      Problem Team
      Customer
      Discovery
      Customer
      Validation
      Customer
      Creation
      Scale
      Company
      Hypotheses, experiments,
      insights
      Solution Team
      Data,
      feedback,
      Insights
      Agile
      Product
      Development
    • 31. “Should I do whatever my customers want me to do?”
    • 32. “Should I do whatever my customers want me to do?”
    • 33. Lesson #5
      Create product vision and validate it with customer development
      Vision
      = a boundary for her wishes
    • 34. Is agile about delivering features
      as fast as possible?
    • 35. Nr 1 waste =
      Unused features
      Building a feature maybe the wrong answer
      Who cares about velocity?
      We can work on highest priority story – who cares?
    • 36. It is not about how much but rather how little you can release
      Minimum Viable Product
    • 37. Lesson #6
      Find your Minimum Viable Product
      It should make you feel embarrassed
    • 38. “It's the things that are not there that we are most proud of"
    • 39. Lesson #4
      Business agility is about having adaptability and predictability
      Lesson #5
      Create product vision and validate it with customer development
      Lesson #6
      Find your Minimum Viable Product
    • 40. 3.Organization as a people system
    • 41. ”We have Scrum but we are still slow!”
    • 42. Customer
      approval
      Internal
      approval
      Idea
      Resourcing
      Development
      Design
      Deployment
    • 43. Customer
      approval
      Internal
      approval
      Idea
      Resourcing
      2h
      2h
      1d
      Development
      Design
      Deployment
      2m
      1m
      3w
      3m
    • 44. Selected
      ideas
      8
      Customer
      approval
      Internal
      approval
      Idea
      Resourcing
      1m
      2d
      6m
      2h
      2h
      1d
      1w
      6m
      6m
      Development
      Design
      Deployment
      2m
      1m
      3w
      15
      12
      3m
      24m
      Design
      ready
      Production
      ready
    • 45. Selected
      ideas
      8
      Customer
      approval
      Internal
      approval
      Idea
      Resourcing
      1m
      2d
      6m
      2h
      2h
      1d
      SCRUM!
      1w
      6m
      6m
      Development
      Design
      Deployment
      2m
      1m
      3w
      15
      12
      3m
      24m
      Design
      ready
      Production
      ready
    • 46. Selected
      ideas
      8
      Customer
      approval
      Internal
      approval
      Idea
      Resourcing
      1m
      2d
      6m
      2h
      2h
      1d
      SCRUM!
      1w
      6m
      6m
      Development
      Design
      Deployment
      2m
      1m
      3w
      15
      12
      3m
      24m
      Design
      ready
      Production
      ready
    • 47. Lesson #7
      Optimize the whole
      Beware sub-optimization
      Visualize the value stream
      Identify bottleneck
      Limit WIP on all levels
      Incentives are bad!
    • 48. Adoption is about letting problems to surface
      Manage the system, remove chance for failure, make it flow
    • 49.
    • 50. Smell: The fear of being vulnerable
      Leader: Go First
    • 51. Smell: The desire to preserve artificial harmony
      Leader: Mine for Conflict
      Smell: The fear of being vulnerable
      Leader: Go First
    • 52. Smell: The lack of clarity or buy-in
      Leader: Force Clarity and Closure
      Smell: The desire to preserve artificial harmony
      Leader: Mine for Conflict
      Smell: The fear of being vulnerable
      Leader: Go First
    • 53. Smell: The need to avoid interpersonal discomfort
      Leader: Confront Difficult Issues
      Smell: The lack of clarity or buy-in
      Leader: Force Clarity and Closure
      Smell: The desire to preserve artificial harmony
      Leader: Mine for Conflict
      Smell: The fear of being vulnerable
      Leader: Go First
    • 54. Smell: The pursuit of individual goals and status
      Leader: Focus on Collective Outcomes
      Smell: The need to avoid interpersonal discomfort
      Leader: Confront Difficult Issues
      Smell: The lack of clarity or buy-in
      Leader: Force Clarity and Closure
      Smell: The desire to preserve artificial harmony
      Leader: Mine for Conflict
      Smell: The fear of being vulnerable
      Leader: Go First
    • 55. Lesson #8
      Build great teams
    • 56. Marko Taipale
      @markotaipale
      huitale.blogspot.com
      marko.taipale@huitale.com
      I help companies to improve by
      showing what I have done
      how I have done it and
      what I have learned about it.
      I am a CTO of a lean startup
    • 57. Why do you want to be agile?
      L1: Set a goal for being agile or you achieve nothing
      L2: Commit to agile values and principles; your practices will follow
      L3: Piloting is learning. Learning is progress.
      2. How to reach business agility?
      L4: Business agility is about having adaptability and predictability
      L5: Create product vision and validate it with customer development
      L6: Find your Minimum Viable Product
      3.Organization as a people system
      L7:Optimize the whole
      L8: Build great teams
    • 58. Photo credits
      Flickr users
      http://www.flickr.com/photos/kodomut/
      http://www.flickr.com/photos/amagill/
      http://www.flickr.com/photos/themarmot/
      http://www.flickr.com/photos/unloveable/
      http://www.flickr.com/photos/shapourbahrami/
      http://www.flickr.com/photos/thatguyfromcchs0
      http://www.flickr.com/photos/fxtreme/
      http://www.flickr.com/photos/aussiegall
      http://www.flickr.com/photos/lululemonathletica
      http://www.flickr.com/photos/4yas
      http://www.flickr.com/photos/sualk61/
      http://www.flickr.com/photos/can3ro55o/
      http://www.flickr.com/photos/jwdill/
      http://www.flickr.com/photos/minidriver/
      http://www.flickr.com/photos/donaldmacleod/
      http://www.flickr.com/photos/jburgin/
      http://www.flickr.com/photos/jmherrala/

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