Agile Special Forces

2,859 views

Published on

Published in: Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,859
On SlideShare
0
From Embeds
0
Number of Embeds
1,083
Actions
Shares
0
Downloads
19
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Agile Special Forces

  1. 1. Lightweight teams in heavyweight organizations Agile Special Forces Sergey Prokhorenko Luxoft Agile Practice 21 March 2014
  2. 2. 2 Clients’ Perception of Agile 21 March 2014 Fixing issues • Doing right things • Doing things right • Clear progress • Change for free Traditional restrictions • Cost reduction • Budget commitments • Zero tolerance for failures • Shareholders’ pressure
  3. 3. 3 Clash of Management Theories
  4. 4. 4 Traditional Hierarchy Commander- in-Chief US Army 10 active divisions 4 regiments and BCTs Special Operations Command USMC USN USAF USCG SecDef CJCS
  5. 5. 5 US Army Special Operations Command Special Forces (“green berets”) CAG aka Delta Force (classified anti- terrorist unit) 75th Rangers Regiment (elite strike force) Various support and logistics units “Operations conducted by, with, or through irregular forces in support of a resistance movement, an insurgency, or conventional military operations.” FM 3-05.201, (S/NF) Special Forces Unconventional Warfare (U) 28 September 2007
  6. 6. 6 Challenges UW ConceptUSAF OEF-A Context (2001)  Abandoned since 1991  Almost no presence of CIA  Landlocked country  No up-to-date invasion plan  Six months estimate for planning phase  Massive bombing of key targets  Engaging targets from high altitude due to AA emplacements  Flying from Oman or Indian ocean  No real results  “True Believers”  Deploy to Uzbekistan as CSAR teams  Infiltrate Afghanistan  Help USAF with air control  Train local forces and prepare for full-scale invasion
  7. 7. 7 Cross-Functional Teams Operational Detachment Alpha (ODA) structure FM 3-21.20 (7-20), The Infantry Battalion 13 December 2006
  8. 8. 8 Case Study: ODA 574 Challenge for US SF: – Support Hamid Karzai (future president of Afghanistan) in heading anti-Taliban movement in southeastern Afghanistan (Oct-Dec 2001)
  9. 9. 9 Case Study: ODA 574 Responding to change
  10. 10. 10 Case Study: ODA 574 – Analysis Mission Accomplished Motivation Autonomy Mastery Purpose Resources USAF bombers Supply drops Money Infrastructure CCT Satellite links Equipment
  11. 11. 11 More Peaceful – Marshmallow Challenge  18 minutes  Teams of four  Tallest freestanding structure  Marshmallow has to be on top
  12. 12. 12 Lessons Learned  Kindergarten graduates perform better than business school graduates  Prototyping matters  Diverse skills matter  Incentives + low skills = failure  Incentives + skills = success Does Agile approach fit any activity?
  13. 13. 13 Back to ODA Structure  “Truck number” ≥ 2  “Split team” concept  Fully cross-component  Able to operate independently in a hostile environment  Highly skilled professionals (rank is SSG and higher)  No novices – at all  Typical career path: regular Army or Rangers, then SF  Often teamed up with USAF combat controllers
  14. 14. 14 Big Question Marks  Which projects can leverage junior team members in self- organized teams?  Is Agile really a silver bullet?  How to train juniors for large business-critical Agile projects?
  15. 15. 15 Case Study: Battle of Tora Bora Challenge for CAG (aka Delta Force): – Kill or capture Osama bin Laden in Tora Bora cave complex (Dec 2001)
  16. 16. 16 Case Study: Battle of Tora Bora Failure to kill or capture OBL Victory • Tora Bora complex captured • Taliban presence eliminated
  17. 17. 17 Case Study: Battle of Tora Bora – Analysis Mission Failed Motivation Autonomy Mastery Purpose Resources USAF bombers Area blocking Money Infrastructure CCT Satellite links Equipment
  18. 18. 18 Lessons to Learn  One of the best operators in the world  Best equipment  All might of the US Air Force vs  Allies not seeing clear purpose  Risk-averse approach  Political issues  Lack of support from SF and Rangers Would conventional (non-Agile) approach fit better?
  19. 19. 1921 March 2014 Cynefin Framework
  20. 20. 20 Agile Principle #5 Success Autonomy Mastery PurposeEnvironment Support
  21. 21. 21 Team Development 21 March 2014 Forming Storming Norming Performing Shu Ha Ri Successful Agile teams are as valuable outcome of the project as the product itself
  22. 22. 22 Easy Scaling?
  23. 23. 23 Organizational Culture Theory X • Thorough planning • Resource-based organization • Strict hierarchy • Easy scaling • Good for keeping up Theory Y • Responding to change • Team-based organization • Steep learning curve • Good for rapid engagements
  24. 24. 24 What’s Next?  Unconventional Development? – Means for Agile teams to find a place in large enterprise organizations – Leading the way in challenging projects – Opportunity for most skilled people – “Bootcamps” and qualification courses for the rest of organization  Clear grading system to identify missing skills  Quantity to quality – Organizational transformation – Education and coaching at senior levels
  25. 25. 25 Personal Development Opportunities 21 March 2014
  26. 26. 26 Further Reading
  27. 27. Your QR Code Thank you! 14 March 2014 Sergey Prokhorenko Luxoft sprokhorenko@luxoft.com ua.linkedin.com/in/sergeyprokhorenko

×