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Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
Confessions of a Coach
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Confessions of a Coach

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3 real life stories and a conclusion as presented in Agile Development Practices Potsdam/Berlin

3 real life stories and a conclusion as presented in Agile Development Practices Potsdam/Berlin

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  1. Confessions of a Coach:Agile Adoption War Stories Marko Taipale twitter: @markotaipale Potsdam, Berlin 2013
  2. Why? Sharing is Caring!You guys are smart - do not repeat my mistakes :)
  3. 3Stories
  4. Livin’ on a Prayer
  5. Background: Subcontractor, 3 teams, customeralready “agile”Assignment: “Help us to deliver in Agile way!” “We need expertise to deliver this on time”
  6. I had to figure out where they are
  7. 600 use cases
  8. 600 use cases6 cases / month
  9. 600 use cases 6 cases / month100 months of work
  10. 600 use cases 6 cases / month 100 months of work400% improvement, 600 / 24 = 25 months
  11. 600 use cases 6 cases / month 100 months of work400% improvement, 600 / 24 = 25 months They got 6 months
  12. What is the purpose of this system? What would you do?
  13. Customer went crazy...and then Subcontractor went to denial “We just need stronger management to push this trough”
  14. I got repositioned
  15. Result: Subcontractor told that they are notgoing to renegotiate the dealLesson: Make them to study the situation andhave no agenda
  16. The Goal
  17. Background: 500+ employee softwarecompany, some Scrum teamsAssignment: Improve our time-to-market “We are way too slow!”
  18. Value Stream
  19. Resource Dev &Order Prioritise allocation Test
  20. Resource Dev &Order Prioritise allocation Test 1w 1d 2m 1d 1w 6m 8 months
  21. Active Waiting orders for resources Released 420 160 5 Resource Dev &Order Prioritise allocation Test 1w 1d 2m 1d 1w 6m 8 months
  22. I took a look at howthey feed the system
  23. PortfolioDevDir Goal: profit, cost- effective, fast
  24. I. RegulationsII. Biz devIII. Customer reqs PortfolioDevDir What is the priority? PO PO PO Goal: profit, cost- effective, fast
  25. I. RegulationsII. Biz dev Bonus!III. Customer reqs Portfolio Sales DirDevDir How do I get bonus?! What is the priority? PO PO PO Goal: profit, cost- Goal: Growth! effective, fast
  26. I. RegulationsII. Biz dev Bonus!III. Customer reqs Portfolio Sales DirDevDir How do I get bonus?! What is the priority? Contract Sanction PO PO PO clause Goal: profit, cost- Goal: Growth! effective, fast
  27. I. RegulationsII. Biz dev Bonus!III. Customer reqs Portfolio Sales DirDevDir How do I get bonus?! What is the priority? Contract Sanction HIGH RISK! PO PO PO clause Goal: profit, cost- Goal: Growth! effective, fast
  28. What is the purpose of this system? What would you do?
  29. Connect Development and Sales Directors “We shall take care of this!”
  30. Result: a new way to control resourceallocation (?!)Lesson: Misaligned goals with incentives destroythe system performance.There are no “evil” people rather systems thatreward counter-productive behavior.
  31. The Whole
  32. Background: International gaming company, TO100 Meur, 400+ peopleAssignment: “Scale up our productdevelopment to serve the needs of the business.” “Our product development is the bottleneck”
  33. After 2 years 10+ Scrum teams,6 week company wide sprints We’re done, right?
  34. Business Development:“I do not know what have you done, but we have not improved a bit...”
  35. Development 2m (6m)
  36. Development Deployment 2m (6m) 3w
  37. Internal CustomerIdea Resourcing approval approval 2h 2h 1d Design Development Deployment 1m 2m (6m) 3w
  38. 35 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d 1w 6m 6m Design Development Deployment 1m 15 2m (6m) 12 3w 3m 24m
  39. 35 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d 1w Scrum! 6m 6m Design Development Deployment 1m 15 2m (6m) 12 3w 3m 24m
  40. 35 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d 1w Scrum! 6m 6m Design Development Deployment 1m 15 2m (6m) 12 3w 3m 24m
  41. Thanks to Henrik Kniberg taking the shot! :)
  42. What is the purpose of this system? What would you do?
  43. Development Director “You shall not show this to anyone...” Why?
  44. After some drastic changes... 0-3kkIdeas.. Development 3-6 3m
  45. Result: Time-to-Market 24 months to 3 monthsLesson:• Beware suboptimization -> Optimize the whole• Showing it does not mean fixing it• Find a way to get commitment
  46. What can we learn from this?
  47. Thinking SystemPerformance
  48. ThinkingAnalysis System Change Performance
  49. Purpose MetricsPermission Context Change
  50. Clarify the purpose of the company (from Purpose customer point of view) Metrics Measure how the system fulfills it’s purpose Get the permission (and commitment) forPermission change Context Understand the boundaries and SWOT Change the system, only implement changes Change that are relevant to the purpose
  51. Purpose MetricsPermission Coach the management to do this Context Change
  52. Purpose MetricsPermission PDCA cycles Context Change
  53. It is not about agile or lean... ... nor transformation
  54. It is not about agile or lean... ... nor transformation It is about the system... ... and fulfilling the purpose of the system
  55. It is not about agile or lean... ... nor transformation It is about the system... ... and fulfilling the purpose of the system You are not going to change a thing... ... but you can initiate the change
  56. Marko Taipale• Principal consultant with agile/lean mindset, CTO, Advisor• 15+ years of software development• Capabilities to deliver products from concept to cash• Tens of public speaking appearancesInternational online gaming company (TO 100+ Meur) improved time-to-market from 24months to 3 monthsEnergy company purchased process control system and got the delivery 4 times faster thanexpected.The system secured the business for next 2 years.Software company validated new business model for new product in 2 months.Software product company saved 1,3 Meur / year in management and administration.
  57. Please  evaluate  my  presenta/on  by  using  the  evalua/on  booklets  which  you  can  find  in  your  conference  bag.Thank  you!

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