Using Agile Principles to Solve Tough Problems in Your Business

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We believe Agile is the best way to solve hard problems as a team and that we need teams to solve hard problems. Agile practices have historically focused on software but the principles underlying …

We believe Agile is the best way to solve hard problems as a team and that we need teams to solve hard problems. Agile practices have historically focused on software but the principles underlying these practices can be applied to any hard problems. You are all working on hard problems in your business and are guiding teams that are helping to solve these problems. The concepts in this talk will give you insights into how to make your work and your teams’ work more effective. Learn how others have made 4x improvements in visibility, productivity, quality, or time to market for their solutions to hard problems. We will look at several models underlying Agile practices.

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  • 1. Using Agile Principles to Solve Tough Problems in Your Business!
  • 2. Rachel
  • 3. Zach
  • 4. Using time boxes!Testing while building!Work specified and detailed as needed!Voice of the customer on the team!Work is stack ranked by value!Work is estimated by the delivery team!Work progress is visible to all!Protecting the teamʼs commitment!Delivery team is self organizing!Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 5. Following Being the the Recipe Chef VS
  • 6. http://www.flickr.com/photos/dichohecho/3713802986!
  • 7. http://www.flickr.com/photos/jdickert/247724515! http://www.flickr.com/photos/jdhancock/3768742468/!
  • 8. http://www.flickr.com/photos/lablasco/5172868526! http://www.flickr.com/photos/sketch22/3386524720!
  • 9. http://www.flickr.com/photos/wordridden/4562996266/! http://www.flickr.com/photos/gudlyf/4275337802/!
  • 10. Hard problems are hard because thepractices don’tobviously apply
  • 11. How do we improve whenthe causes are unknown?
  • 12. What hardproblems are you solving?
  • 13. Make your workmore effective
  • 14. Using time boxes!Work specified and detailed as needed! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 15. What’suniqueabout hardproblems? http://www.flickr.com/photos/horiavarlan/4298997922/!
  • 16. What you don’tknow is unknown
  • 17. Frank H. Knight
  • 18. David Snowden Cynthia Kurtz
  • 19. Unordered Ordered
  • 20. Unordered Ordered
  • 21. Unordered OrderedChaotic Complex Complicated Simple
  • 22. An exampleUnordered Ordered Chaotic Complex Complicated Simplehttp://www.flickr.com/photos/ksionic/383240468!
  • 23. Complex ComplicatedChaotic Simple
  • 24. Complex ComplicatedChaotic Simple
  • 25. Voice of the customer on the team!Work is estimated by the delivery team!Work progress is visible to all! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 26. Wise teams
  • 27. An experiment
  • 28. Using time boxes!Testing while building!Work specified and detailed as needed!Voice of the customer on the team!Work is stack ranked by value!Work is estimated by the delivery team!Work progress is visible to all!Protecting the teamʼs commitment!Delivery team is self organizing!Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 29. SoftwareEngineering is a hard problem
  • 30. How have we coped?
  • 31. http://en.wikipedia.org/wiki/Spiral_model!
  • 32. http://www.ibm.com/developerworks/webservices/library/ws-soa-term2/!
  • 33. Iterative Feedback
  • 34. Scrum Model“What is Scrum” Scrum Alliance, Inc. 2003-2008. !http://www.controlchaos.com/about/!
  • 35. http://codebetter.com/blogs/david_laribee/archive/2008/08/24/introducing-kanban-at-xclaim.aspx!
  • 36. Testing while building!Work is estimated by the delivery team! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 37. Seeing theWhole
  • 38. SYSTEMTHINKING
  • 39. What is a system?
  • 40. From the mutual interaction of the parts of a system there arise characteristics which can not be found as characteristic of any of the individual parts.Gene Bellinger, systems-thinking.org, 2004!
  • 41. DOLLARAUCTION
  • 42. The RulesThe dollar goes to thehighest bidder, who pays theamount he bids.The second-highest bidderalso must pay the highestamount that he bid, but getsnothing in return.
  • 43. Bidder 1! Bidder 2!Bid: 0.01!Profit: 0.99! Bid: 0.02! Profit: 0.98!Potential Loss: 0.01!Bid: 0.03!Profit: 0.97! Potential Loss: 0.02! Bid: 0.04! Profit: 0.96!Potential Loss: 0.03!Bid: 0.04!Profit: 0.96!Etc.!
  • 44. Bidder 1! Bidder 2!Potential loss: 0.97!Bid: 0.99!Profit: 0.01! Potential Loss: 0.98! Bid: 1.00! Profit: 0.00!
  • 45. Bidder 1! Bidder 2!Potential loss: 0.97!Bid: 0.99!Profit: 0.01! Potential Loss: 0.98! Bid: 1.00! Profit: 0.00! Should they stop? Will they stop?
  • 46. Bidder 1! Bidder 2!Potential loss: 0.97!Bid: 0.99!Profit: 0.01! Potential Loss: 0.98! Bid: 1.00! Profit: 0.00!Potential Loss: 0.99!Bid: 1.01!Profit: -0.01! Potential Loss: 0.98! Bid: 1.02! Profit: -0.02!Etc.!
  • 47. “Escalation”
  • 48. “Shifting the Burden”
  • 49. “UnintendedConsequences”
  • 50. “AccidentalAdversaries”
  • 51. “Fixes that Fail”
  • 52. Delivery team is self organizing! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 53. TUCKMAN’STEAM MODEL
  • 54. Teams can makedecisions many ways
  • 55. Conflict and Pain
  • 56. Conflict + Facilitation = Collaboration
  • 57. Forming
  • 58. StormingForming
  • 59. Norming Storming Forming
  • 60. Norming StormingPerforming Forming
  • 61. Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 62. ApplyingLean andAgile Sustainable shortest lead time, best quality and value (to people and society), most customer delight, lowest cost, high morale, safetyprinciples Respect for People - don!t trouble your "customer! Product Development - long-term great engineers - mentoring from manager- Continuous Improvement - Go See engineer-teacher - cadence - kaizen - “develop people, - spread knowledge - cross-functional then build products” - small, relentless - team room + visual mgmt - entrepreneurial chief - retrospectives - no wasteful work - 5 Whys engineer/product mgr - set-based concurrent dev - eyes for waste - teams & individuals * variability, over- - create more knowledge evolve their own burden, NVA ... practices and (handoff, WIP, improvements 14 Principles info scatter, long-term, flow, pull, less delay, multi- - build partners with variability & overburden, tasking, defects, stable relationships, Stop & Fix, master norms, wishful thinking..) trust, and coaching simple visual mgmt, good in lean thinking tech, leader-teachers from - perfection challenge within, develop exceptional - develop teams people, help partners be - work toward flow lean, Go See, consensus, (lower batch size, reflection & kaizen Q size, cycle time) Management applies and teaches lean thinking, and bases decisions on this long-term philosophy Summary of the Toyota Way (Lean Thinking) House http://www.craiglarman.com/wiki/index.php?title=Lean_Thinking_house! by Craig Larman and Bas Vodde. 2009
  • 63. Kids AreBuilt to learn
  • 64. Adults RequireReflection and structure to learn
  • 65. CapturingLearning
  • 66. Feasibility! Desirability! Viability!Tim Brown – Change by Design!
  • 67. 1. Current Situation 2. 5. Act Hypothesis Adjust Plan Check Do 3.4. Measure Implement 81!
  • 68. Voice of the customer on the team!Work is stack ranked by value! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 69. DIVERGENCECONVERGENCE
  • 70. Sustainable decisions use the “Groan Zone” Source: "Facilitators Guide To Participatory Decision-Making, by Sam Kaner and others. Used with permission from Sam Kaner, 415-641-9773 ." .
  • 71. Protecting the teamʼs commitment! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 72. CONSENSUS http://www.flickr.com/photos/leftymgp/1512421814/!
  • 73. What is consensus?
  • 74. A general agreement.! ! The judgment arrived at by most of those concerned.!Merriam-Webster, m-w.com!
  • 75. 5: Wild, unbridled support.4: I think it’s a great idea. I wish I would have thought of it.3: I can live with that and support it.2: I have some reservations that I’d like to talk about.1: I am very opposed and we shouldn’t move forward.
  • 76. Apply agileprinciples to solve hard problems
  • 77. Pick one of these concepts and apply it to your work
  • 78. 4x the visibility, productivity,quality, or time to market
  • 79. Using time boxes!Testing while building!Work specified and detailed as needed!Voice of the customer on the team!Work is stack ranked by value!Work is estimated by the delivery team!Work progress is visible to all!Protecting the teamʼs commitment!Delivery team is self organizing!Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
  • 80. Following Being the the Recipe Chef VS
  • 81. Q&A