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8 lessons learned<br />from becoming agile <br />15.5.2010 ESTONIA<br />Marko Taipale<br />
Visited 13companies<br />Coached2agile transitions and 10+ teams<br />Co-founded1Lean startup<br />Trained over300people<b...
Failed enough to tell stories<br />Succeeded enough to show results<br />
1.Why do you want to be agile? <br />2. How to reach business agility?<br />3.Organization as a people system<br />
1.Why do you want to be agile? <br />(Being = respect the values and principles)<br />
80%<br />had no goal for being agile<br />no method to reach the goal …<br />no way to measure if they were getting any be...
No Goal – No chance to Score<br />
Lesson #1<br />Set a goal for being agile, otherwise you achieve nothing<br />(It’s ok to figure it out...)<br />
“What does method X <br />say about Y?”<br />
“What does method X <br />say about Y?”<br />Collaborate!<br />
Lesson #2<br />Commit to agile values and principles; your practices will follow<br />Craft your own process<br />
Pilot, <br />Scale, <br />Optimize<br />
Pilot, <br />Scale, <br />Optimize<br />
Pilot, <br />Scale, <br />Optimize<br />OR<br />Visualize the value stream <br />Fix the way you manage product developmen...
Pilot, <br />Scale, <br />Optimize<br />Multiple ways so what’s the point?<br />OR<br />Visualize the value stream <br />F...
Pilots are not about proving if agile works<br />Forward motion is often thought as progress<br />
Lesson#3<br />Pilot is about learning<br />…not “working software”<br />… not about getting results<br />Continuous Improv...
Make the cycle as short as possible<br />
A way of learning<br />5whys<br />There are no technical problems only human problems<br />
Lesson #1<br />You need to have a SMART goal<br />Lesson #2<br />Commit to agile values and principles; your practices wil...
2. How to reach business agility?<br />
”Agile teams need to value <br />adaptability over predictability”<br />- Someone in Twitter<br />
Lesson #4<br />Business agility is about having adaptability and predictability<br />- My experience<br />
” Where do I get the backlog?” what to build<br />
“No plan survives first contact with the customers”<br />- Steven Blank<br />
Customer Development<br />Customer<br />Discovery<br />Customer<br />Validation<br />Customer<br />Creation<br />Scale<br ...
Customer Development<br />Customer<br />Discovery<br />Customer<br />Validation<br />Customer<br />Creation<br />Scale<br ...
Customer Development<br />Problem Team<br />Customer<br />Discovery<br />Customer<br />Validation<br />Customer<br />Creat...
“Should I do whatever my customers want me to do?”<br />
“Should I do whatever my customers want me to do?”<br />
Lesson #5<br />Create product vision and validate it with customer development<br />Vision <br />= a boundary for her wish...
Is agile about delivering features <br />as fast as possible?<br />
Nr 1 waste = <br />Unused features<br />Building a feature maybe the wrong answer<br />Who cares about velocity?<br />We c...
It is not about how much but rather how little you can release<br />Minimum Viable Product<br />
Lesson #6<br />Find your Minimum Viable Product<br />It should make you feel embarrassed<br />
“It's the things that are not there that we are most proud of"<br />
Lesson #4<br />Business agility is about having adaptability and predictability<br />Lesson #5<br />Create product vision ...
3.Organization as a people system<br />
”We have Scrum but we are still slow!”<br />
Customer<br />approval<br />Internal<br />approval<br />Idea<br />Resourcing<br />Development<br />Design<br />Deployment<...
Customer<br />approval<br />Internal<br />approval<br />Idea<br />Resourcing<br />2h<br />2h<br />1d<br />Development<br /...
Selected <br />ideas<br />8<br />Customer<br />approval<br />Internal<br />approval<br />Idea<br />Resourcing<br />1m<br /...
Selected <br />ideas<br />8<br />Customer<br />approval<br />Internal<br />approval<br />Idea<br />Resourcing<br />1m<br /...
Selected <br />ideas<br />8<br />Customer<br />approval<br />Internal<br />approval<br />Idea<br />Resourcing<br />1m<br /...
Lesson #7<br />Optimize the whole<br />Beware sub-optimization <br />Visualize the value stream<br />Identify bottleneck<b...
Adoption is about letting problems to surface<br />Manage the system, remove chance for failure, make it flow<br />
Smell: The fear of being vulnerable<br />Leader: Go First<br />
Smell: The desire to preserve artificial harmony<br />Leader: Mine for Conflict<br />Smell: The fear of being vulnerable<b...
Smell: The lack of clarity or buy-in<br />Leader: Force Clarity and Closure<br />Smell: The desire to preserve artificial ...
Smell: The need to avoid interpersonal discomfort<br />Leader: Confront Difficult Issues<br />Smell: The lack of clarity o...
Smell: The pursuit of individual goals and status<br />Leader: Focus on Collective Outcomes<br />Smell: The need to avoid ...
Lesson #8<br />Build great teams<br />
Marko Taipale<br />@markotaipale<br />huitale.blogspot.com<br />marko.taipale@huitale.com<br />I help companies to improve...
Why do you want to be agile?<br />L1: Set a goal for being agile or you achieve nothing<br />L2: Commit to agile values an...
Photo credits<br />Flickr users<br />http://www.flickr.com/photos/kodomut/<br />http://www.flickr.com/photos/amagill/<br /...
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8 lessons learned from becoming agile

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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 -&gt; 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 &gt; 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 of "8 lessons learned from becoming agile"

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