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Concrete Experimentation in Agile Environments at LAST Conference 2015

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Many companies fail when it comes to turning change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared.

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Concrete Experimentation in Agile Environments at LAST Conference 2015

  1. 1. LASTConference Concrete Experimentation in Agile Environments BerndSchifferJamesVulling 18/09/2015
  2. 2. Moving to Australia
  3. 3. Moveto Australia Isit nice? Get pregnant Yes No Move
 back Plan for Oz Our
  4. 4. 20%Chance of getting pregnant per ovulation cycle if absolutely everything’s okay.
  5. 5. Getting pregnant is COMPLEX(not complicated) complicated complex
  6. 6. “Complexityisgenerallyusedtocharacterisesomethingwithmany partswherethosepartsinteractwitheachotherinmultipleways. […] …evenamongscientists,thereisnouniquedefinitionofcomplexity…” http://en.wikipedia.org/wiki/Complexity
  7. 7. Die nachfolgende Grafik illustriert die Absenkung und den Wider- anstieg der organisatorischen →Komplexität als Reaktion auf Ver- änderungen in der Komplexität der Marktumgebung: Jahr Taylor -Epoche Moderne OrganisationManufaktur tot (Maschinen) 1900 1950 2006 EDV wird wirksam Marktenge durch Globalisierung träge Massen- märkte entstehen lebendig (Menschen) Marktdruck Komplexität Konventionelle Unternehmen erkleiden Marktdruck Dynamische Unternehmen erzeugen Marktdruck Jahr Taylor -Epoche Moderne OrganisationManufaktur tot (Maschinen) 1900 1950 2006 EDV wird wirksam EDV wird wirksam Marktenge durch Globalisierung Marktenge durch Globalisierung träge Massen- märkte entstehen träge Massen- märkte entstehen lebendig (Menschen) Marktdruck Komplexität Konventionelle Unternehmen erkleiden Marktdruck Dynamische Unternehmen erzeugen Marktdruck Taylor-Wanne: Bis 1900 dominiert die Manufaktur. Dann entstehen neuefrom: ”Best Thinking" by Gerhard Wohland and Matthias Wiemeyer (2007) Taylor Tub originally called “Wanne”
  8. 8. A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone in Harvard Business Review (11.2007) “[In a complex situation] create environments and experiments that allow patterns to emerge.” 
 — Dave Snowden
  9. 9. So, experimenting…
  10. 10. Not our own chart!
  11. 11. Preferences over Plans
  12. 12. CAT SHOE, SIC! cleargoal arranged trackablethroughmetrics small hasduedate outintheopen evalutatedthroughhypothesis safe-to-fail impelledbychampions communicatedbeforestart Thus!
  13. 13. Another example Fix It or Trash It
  14. 14. Clear GoalStoppilingupbugs.
  15. 15. Arranged cf. ”How We Deal With Software Defects in Production" by Oliver Lorenz
 (10.09.2013, http://www.technology-ebay.de/the-teams/mobile-de/blog/how-we-deal-with-software-defects-in-production.html )
  16. 16. Trackable Through Metrics 0 1 2 3 4 5 6 #bugs 0 1 2 3 4 5 6 week -8 -7 -6 -5 -4 -3 -2 -1 1 2 3 4 5 6 bugs raised bugs fixed and trashed Experiment starts here
  17. 17. "Christopher Hitchens debating John Lennox" by stepher from i can't believe i actually live here, alabama - "Is God Great" DebateUploaded by Richard001. Licensed under CC BY-SA 2.0 via Wikimedia Commons - https://commons.wikimedia.org/wiki/File:Christopher_Hitchens_debating_John_Lennox.jpg#mediaviewer/File:Christopher_Hitchens_debating_John_Lennox.jpg Track to Evolve Sustainably “Whatcanbeassertedwithoutevidence canbedismissedwithoutevidence.” —Hitchen’sRazor,byChristopherHitchens
  18. 18. Small “Only”6weeks.Onlyoneteam. small
  19. 19. Has a Due Date After6weeks,incl.presentationoffinalresults, afterstandup,andscheduledinadvance.
  20. 20. Out in the Todo Arrange Experi- menting Ready for Reflection Done 3 Smaller Teams Hire internal Coach First Open Space Fix It or Trash It Happi- ness Index cf. “7 Steps to Build a Kanban Board for a Scrum Team’s Impediments” by Bernd Schiffer
 (05/09/2011, http://agiletrail.com/2011/09/05/7-steps-to-build-a-kanban-board-for-a-scrum-teams-impediments ) Open Yes, that’s a Kanban board.
  21. 21. Evaluated through Hypothesis h=Wecanhandleamoreorequalamount ofbugsthaniscurrentlycomingin. h0 =Theamountofbugskeepsincreasing.
  22. 22. Safe-to-Fail Source: 
 http://thinkvitamin.com/design/backstage-star-wars-photos/
  23. 23. Safe-to-Fail? Maybe.
  24. 24. Safe-to-Fail? Nope. http://singaporeseen.stomp.com.sg/singaporeseen/this-urban-jungle/chased-by-a-bear-its-all-in-a-days-work-for-a-photographer
  25. 25. Impelled by Champions
  26. 26. Communicated before Start
  27. 27. CAT SHOE, SIC! cleargoal arranged trackablethroughmetrics small hasduedate outintheopen evalutatedthroughhypothesis safe-to-fail impelledbychampions communicatedbeforestart Thus!
  28. 28. More Experiments FirstAgileTeam FirstInternalAgileCoach FirstOpenSpace SetupHappinessIndex SetupCollaborative
 Decision-Making
  29. 29. Tip:
 Do Retrospectives… …and treat every action as an experiment.
  30. 30. Tip 2:
 Uncover What’s Really Going on
  31. 31. http://thechive.com/2014/04/23/this-will-get-your-ocd-boiling-27-photos/funny-ocd-17/ http://www.jokideo.com/ocd-overdrive/ http://www.clickypix.com/funny-ocd-pictures-drive-crazy/funny-ocd-pictures-26/ Tip 2: Don’t Be Perfect http://www.funnyjunk.com/funny_pictures/4044631/Ocd+20/
  32. 32. Our Experi- ment’s Outcome
  33. 33. Result of Our Experiment’s Outcome
  34. 34. Concrete Experimentation in Agile Environments JamesVulling&BerndSchiffer LASTConference18/09/2015 Get in touch: ‣@jamesvulling
 @berndschiffer ‣james.vulling@afl.com.au
 coaching@berndschiffer.com Slides later online here: ‣http://slideshare.net/berndschiffer Thank you!

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