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Always start with the "why"
The document emphasizes the importance of understanding 'why' organizations exist, rather than just 'what' they do or 'how' they operate, referencing the 'Golden Circle' concept. It discusses methodologies for improving processes and delivering customer value through effective management, collaboration, and continuous feedback. Key practices highlighted include Kanban, cross-functional teams, and iterative development to enhance quality and adaptability.
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Always start with the "why"
- 1. Starting with Why
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- 3. People don’t buywhat you do, they buy why you do it.
- 4. The Golden Circle What How Why http://www.startwithwhy.com/
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- 9. Value Customer Opportunity Failure Remedial External Demand
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- 14. Process Large Batch Small Batch Change Resist Drive DROP OUT EXPERT Structure Assigned Resources Empowered Teams Management Command & Control Servant Leadership Metrics Hitting the Plan Customer Delight
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- 16. • Focus on quality • Reduce Work-in-Progress • Deliver Often • Balance Demand against Capability • Prioritise • Attack Sources of Variability to Improve Predictability Kanban: Successful Evolutionary Change for your Technology Organisation
- 17. • Focus on Customer Value • Deliver Early and Often • Reduce Batch Size • Pull Quality Forward • Inspect and Adapt • Create a Collaborative Culture
- 18. http://flowchainsensei.wordpress.com/2011/03/20/the-rightshifting-ethos/ Rightshifting Rightshifting
- 19. Vision Value Process Flow Team People Capability
- 20. The Golden Circle What
- 21. Vision without executionis hallucination.
- 22. Flow Cross Functional Teams Continuous Deployment User Stories TDD Time-Boxes & WIP Limits Visual Management
- 23. Value On Site Customer Product Backlog Demos & Reviews User Stories Continuous Delivery ATDD & BDD Increments
- 24. Capability Team Estimation Iteration Pair Programming Demos & Reviews Retrospectives Visual Management Dedicated Teams Slack
- 25. The Golden Circle What How Why
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Editor's Notes
- #4 Simon Sinek
- #5 This talk uses Simon Sinek’s Golden Circle to discuss Agile TransformationsMartin Luther King said “I have a dream” – not “I have a plan”.The Wright Brothers succeeded first with manned flight despite not having a much money, education, connection, PR as others.
- #6 Oscar Pistorius – Blade RunnerDoing Agile does mean that you have agilityFocussing on “doing” agile leads to worrying about what agile “is” - activityFocussing on “having” agility leads to worrying about results - outcomes http://www.flickr.com/photos/erlendurkafari/964337292/
- #7 Think for yourself in your contextDelivery, Capability, Transparencyhttp://farm3.static.flickr.com/2376/2906704998_44bb607323_z.jpg
- #8 Why drives motivation for action.It is a purpose, cause or belief.It is why we get out of bed in the morning. Why we care.It is NOT to make money, in the same way breathing is not the reason we live.
- #9 Systems Thinking.Complex Systems have a purpose which drives their behaviour (through elements and interactions)The Magic Roundabout (Swindon) is complex.The WHAT is scary, but has high throughput and low accident rate (WHY). Its also Resilient when there is a problem.http://www.flickr.com/photos/zapthedingbat/1799254671/
- #10 WHY is usually to satisfy customer demand.You should understand demand, and know value and failure demand.Failure demand is when a customer takes more than 1 ticket for the same request.
- #11 Mindset - Our brain is wired to make decisions on WHYWHY - Limbic System – First BrainEmotional, Unconscious, Instinctive, BehaviourWHAT – Cerebral Cortex – Thinking BrainRational, Conscious, Intellectual, LanguageWe buy on emotion, we justify with fact. E.g. buying a house.To focus on WHY often involves a change in MINDSET to change the WHAT.http://www.flickr.com/photos/a_mason/4006709/
- #12 How you are different.How you will realise your WHY.What your USP is.Guiding Principles.Specific outcomes (as opposed to outputs)
- #13 Strategy / RoadmapPilot Project? Big Bang? New Projects? Evolutionary?
- #16 Recipe for Success – Key Ingredients - ActiveKen Clyne, Rally:Focus on customer value, Deliver early and often, Reduce batch size, Pull quality forward, Inspect and adapt, Create a collaborative cultureDavid Anderson:Focus on quality, Reduce WIP, Balance capacity against demand, PrioritiseBetter, Faster, Cheaper are HOWs, not WHYs – and cheaper isn’t even a HOW!http://www.flickr.com/photos/billhr/3190017092/
- #17 Recipe for Success – Key Ingredients - ActiveKen Clyne, Rally:Focus on customer value, Deliver early and often, Reduce batch size, Pull quality forward, Inspect and adapt, Create a collaborative cultureDavid Anderson:Focus on quality, Reduce WIP, Balance capacity against demand, PrioritiseBetter, Faster, Cheaper are HOWs, not WHYs – and cheaper isn’t even a HOW!http://www.flickr.com/photos/billhr/3190017092/
- #18 Recipe for Success – Key Ingredients - ActiveKen Clyne, Rally:Focus on customer value, Deliver early and often, Reduce batch size, Pull quality forward, Inspect and adapt, Create a collaborative cultureDavid Anderson:Focus on quality, Reduce WIP, Balance capacity against demand, PrioritiseBetter, Faster, Cheaper are HOWs, not WHYs – and cheaper isn’t even a HOW!http://www.flickr.com/photos/billhr/3190017092/
- #20 What is Lean?Taking people and a visionForm a team with a processDeliver value, Create capability, Achieve flow
- #21 What you do proves what you believe.Tangible ways to realise the WHYData points
- #22 Thomas Edison quote.Needs to start with WHY, but also need do something to get there.
- #23 What practices improve flowUser Stories (single piece flow)Time-boxing (limits WIP)Explicit WIP limitsVisualisationCollaboration (minimising queues and batches)TDD (including regactoring)Continuous Integration
- #24 What practices improve Value?Product Backlogs and User Stories (Value focussed requirements)On-Site Customer/PO (collaboration)Demons and Review (early feedback and customer validation)Frequent and continuous deliveryATDD / BDD
- #25 What practices improve capabilityDedicated cross-functional, value-focussed teamsDemos and ReviewsRetrospectivesVisualisation (of bottlenecks & constraints)Pair ProgrammingCollective Code Ownership & Group DesignTeam Estimation & Planning PokerSlackhttp://farm5.static.flickr.com/4020/4388501292_ea71cae646_z.jpg?zz=1
- #27 Use your WHY as a True North to guide your Agile TransformationUse appropriate Agile practices to move you towards your WHY
- #29 If you know your WHY, Agile will be a means to an end.You WHY is your destination - where you are going. Agile is how you get there.People will want to use Agile if they buy your WHY.