Dc20 kevin murray - agile governance
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DeliverConf 2020 - Project Management Conference, Manchester, UK
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Dc20 kevin murray - agile governance
- 1. With thanks to our sponsors
- 2. KEVIN MURRAY
- 3. Agile Governance and continuous improvement @Kev_C_Murray
- 5. Individuals and interactions Working software Customer collaboration Responding to change Process and tools Comprehensive documentation Contract negotiation Following a plan We value Over We value We value We value Over Over Thatis,whilethere is valuein the itemson the right,we value the itemson the leftmore. Over The Agile manifesto
- 6. Individuals and interactions Working software Customer collaboration Responding to change Process and tools Comprehensive documentation Contract negotiation Following a plan We value Over We value We value We value Over Over That is, while there is value in the items on the right, we value the items on the left more. Over The Agile manifesto
- 13. “Don’t move information to the authority, move authority to the information”
- 14. Continuous improvement needs unobtrusive governance, evolved by the team, not inflicted upon them.
- 17. Too much governance Too much governance
- 21. Governance when it’s too late
- 22. Agile Governance is an open, tailored framework of trust and support to ensure the team succeeds.
- 23. Governance should be agreed that addresses at least the following areas: Delivery Management The Team Technical Steering Creative Steering Product Vision Commercial Management Risk Management
- 24. Some Agile Governance techniques
- 25. Bespoke
- 28. Highly visible
- 29. Start of Alpha End of Alpha
- 31. Quick
- 33. Team is high performing The work and schedule are predictable Business benefits are realised Stakeholders are committed Scope is realistic and managed Risks are mitigated Delivery org benefits realised “Are the team happy?” “How does the current sprint and up- coming sprints look?” “Are we meeting user needs?” “Are the stakeholders engaged?” “Is the backlog understood?” “Are the risks clear?" “Are commercials / business case ok?”
- 35. Futurespective Where are we now ? Where will we be in/when ? We will be a success if ? We will have failed if ?
- 36. Share
- 38. Inclusive governance, do food
Editor's Notes
- Zuhlke regional director for the Norht responsible for delivery governance for norhtern projects Through lots of experience Great network of peers, coleagues and mentors who help define to help define best how to goven aagile project One challenge we have is no one is talking about agile govenance There are not many books, frameworks or training about agile governace conplaing to anohetr confernce orgainser about lack of agile goverance – you do it. Ifnformal networks – doing it – no training
- blockiing Delyaing Stops us going live And the truth is that in many cases it does
- In the agile comminuty We don’t help ourselves, Really powerful and effective But of it’s time Misleading arroganr
- Org focused not team focused!! Pushed on the team No sense of ownership Authority wtf Those who take orders usually run at half speed, underutilizing their imagination and initiative Focusing on avoiding mistakes takes our focus away from continuous improvement
- Layers of bueracry and where’s Wally I mean where’s the user How do the dev team know they are building the right thing So many decisions, the team is not empowered Tech debt decsions
- Great but not enough people know about this page
- If you do good stand ups etc, you are on your way to good governance People still do this stuff wrong though
- Scpetical about this book being reccomeded as by a book on agile leadership American neuclea submarines in the 1990s! Dad & grandad – Chief’s run the Navy Briliant – it’s reinforced the things I do, given me new ideas, but has given me a better vocabularly Giving Control – ensuring competence - focus clarity “The leader-leader model makes the organization stronger. decoupled from the leader’s personality and presence. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. Further, leader-leader structures spawn additional leaders throughout the organization naturally. It can’t be stopped.”
- Scpetical about this book being reccomeded as by a book on agile leadership American neuclea submarines in the 1990s! Dad & grandad – Chief’s run the Navy Briliant – it’s reinforced the things I do, given me new ideas, but has given me a better vocabularly Giving Control – ensuring competence - focus clarity “The leader-leader model makes the organization stronger. decoupled from the leader’s personality and presence. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. Further, leader-leader structures spawn additional leaders throughout the organization naturally. It can’t be stopped.”
- Team are never perfect when they form
- Lets look at anti patterns where governance is impacted upon Hopefully you will also recognise these and I;m not just unlucky
- Human cost people fall out Clever people in a roomn No decision making framework – when we disagree we fall out May not even know they are wrong build the wrong thing Or actually building it wrong quality is a leve not a swtich
- Similar human cost - demoralising for developers being asked every hour about progress Finacial cost SEB called out the cost Became a manager
- Movember Drives unwillingness to be transparent On purpose, without realising Unitentional
- Starts of with good intention, becomes engrained then outdates Cab CCB TDA
- Swarming This is the worst for meMight start of with good intention As mtg gets longer subs are replaced No one can make a decision Dr strangelove
- Swarming This is the worst for meMight start of with good intention As mtg gets longer subs are replaced No one can make a decision
- It's not a manual and it's not a prescriptive approach. There is no excuse to dis-engage brain and follow the steps. This is not a recipe book and is not an attempt to produce another generic Agile text book, wherever possible we will refer out to documentation of good practice.
- Every project is different
- Tailored expectation exchange
- Put your risks on the wall?
- Don’t leave it until you need to
- Consistency and familiarity Efficient for both 7 keys
- Don’t make governance meetings or conversations arduous
- Conversation with team and customer
- As leaders we need to ensure sharing happens
- Visual project spaces Communities of practice Open space company day Lightning talks Brown bags Open show and tells Cross project sharing Meet ups Conferences Blogs Mentor-mentor
- “People who are treated as followers have the expectations of followers and act like followers. As followers, they have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion.” People who are treated as followers treat others as followers when they become a leader
- Be inclusive Fika French
- Shouldn’t have to talk about this, but several times I’ve seen governance structures set up to prevent delivery Particulalry quick delivrery Governance bloker Bright hr is the opposite be brave
- Trust Lucky to have had a number of great leaders and mentors who have let me make mistakes and learnd