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The agile and Lean mindset

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This talk was given:

- As a surprise talk at ALE2011
- As a replacement talk at LKBE11
- As a closing keynote at ADN 11
- Keynote at SDEC2011
- talk at SDC2012
- talk at agile Tour Strassbourg 2012
- talk at agile practitioners 2013
- Lean and Kanban France 2014
- agile tour Lille 2014
- agileEE 2015

(Other versions were internal dry-runs)

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The agile and Lean mindset

  1. 1. The agileEE @YvesHanoulle Joppe Hanoulle
  2. 2. 2 inspire
  3. 3. 3 Storytelling
  4. 4. What is your BIGGEST problem? 4
  5. 5. Talk to your neighbour
  6. 6. what is agile? 6
  7. 7. Is agile a methodology ? 7
  8. 8. Is agile a set of tools?
  9. 9. Is agile a mindset ? 9
  10. 10. agile is all of it 10 @YvesHanoulle
  11. 11. Agile’ is any set of tactics that enable a prioritised stream of useful results, in spite of a changing environment 11 @imtomgilb
  12. 12. #ScaryStoriesIn5Words Implement agile by THE book 12
  13. 13. What book? 13
  14. 14. Every tool can be used as a weapon if you hold it right 15@anidiFranco
  15. 15. If you are looking for a silver bullet, be sure you are not the werewolf @YvesHanoulle
  16. 16. 17 Mindful use of practice leads to learning, mindless use of practice leads to cargo cult @Pawel Brodzinski
  17. 17. @davidhussman
  18. 18. Why JIT? 3 things we wish are true... • The customers know what they want • The developers know how to build it • Nothing changes 3 things we have to live with • The customer discovers what he wants • The developers discover how to build it • Lots of things will change along the way @JurgenLACoach
  19. 19. Eliminate waste15
  20. 20. Waste in IT? •Uncoded documentation •Local code •Untested code •Undocumented code •Not used documentation •Not up to date documentation •Not deployed code •Not used code •Waiting on another team •Teams not allowed to talk to eachother
  21. 21. YAGNI
  22. 22. YAGNI 2
  23. 23. Just DO it
  24. 24. Build quality in 20 26
  25. 25. No Broken Windows? 21
  26. 26. BoyScout rule28
  27. 27. 29 Joppe’s Law of two processes when a company has a normal and a fast proces, don’t trust the normal proces
  28. 28. Create knowledge
  29. 29. Learning machine @PapaChrisMatts 31 @agilesensei It’s not fail fast, fail often. It’s learn fast, learn often
  30. 30. 32 Scaled learning @PapaChrisMatts @lassekoskela @mhsutton
  31. 31. Shared learning is team learning 25 33
  32. 32. Defer commitments
  33. 33. You can deal with risks 27
  34. 34. deliver fast
  35. 35. experiment THE NEW AGILE IS EXPERIMENTAL @GilZilberfeld
  36. 36. What is your name?
  37. 37. How old are you?
  38. 38. Have you spoken at a conference before?
  39. 39. Are you scared?
  40. 40. I am …
  41. 41. Dad, that is boring
  42. 42. What do you need ?
  43. 43. SAFE environment
  44. 44. IS a safe environment?
  45. 45. verify our assumptions
  46. 46. 48 if you think agileEE is NOT SAFE say
  47. 47. YES agileEE is SAFE
  48. 48. experiment with PairWork
  49. 49. say yves
  50. 50. celebrate
  51. 51. fail learn change direction inspired by @GojkoAdzic
  52. 52. What if you don’t learn?
  53. 53. fail celebrate learn
  54. 54. Can you be happy?
  55. 55. Celebrate failures or else…. @YvesHanoulle
  56. 56. Celebrate failures 44
  57. 57. What did your parents say when they came home?
  58. 58. 65My mother hugged me
  59. 59. SMALL STEPS
  60. 60. What is the mean time between two deployments at
  61. 61. In 2011 the mean time between two deployments at
  62. 62. Fail FAST 31
  63. 63. Fast feedback 70
  64. 64. Fast feedback @AlexeyKri
  65. 65. safe environment feed back is hard
  66. 66. Review 1. experiment 2. celebrate learning 3. support people when they fail 4. smaller steps 5. learn to handle feedback
  67. 67. Reality Check 74
  68. 68. Respect for people
  69. 69. Respect for people #EveryDaySexism
  70. 70. If you tolerate it you insist on it #EveryDaySexism
  71. 71. It’s easier to ask for forgiveness then to beg for permission 78 @mdubakov
  72. 72. 3737 37 79
  73. 73. 3737 37 80 Library of TRUST
  74. 74. 81 Library of TRUST
  75. 75. Face reality 82
  76. 76. Brutal Transparency 39
  77. 77. Optimize the whole 40
  78. 78. 41 No local optimisations 85 Michael Jordan
  79. 79. 41 No local optimisations I’ve missed more then 9000 shots in my career. I’ve lost almost 300 games. 26 times I’ve been trusted to take the game winning shot and missed. I’ve fail over and over and over in my life. 86 Michael Jordan
  80. 80. 41 No local optimisations I’ve missed more then 9000 shots in my career. I’ve lost almost 300 games. 26 times I’ve been trusted to take the game winning shot and missed. I’ve fail over and over and over in my life. And that is why I succeed!87 Michael Jordan
  81. 81. Begin with the end in mind
  82. 82. STOP Starting START Stopping @YvesHanoulle89
  83. 83. Longterm is about making it possible to change later 90
  84. 84. How to support your team?
  85. 85. SAY 48
  86. 86. спробуйте 48
  87. 87. Define priorities
  88. 88. Real priorities 1. Edit menu 2. Copy – Paste 3. Integrate Facebook 4. Integrate Twitter 5. Integrate YouTube
  89. 89. Discourage multi-tasking • Sequential Processing • Multi tasking • Imagine Task switching takes time Computation A Computation B 1A 2A 3A 4A 5A 1B 2B 3B 4B 5B 1A 1B 2A 2B 3A 3B 4A 4B 5A 5B 1A 1B 2A 2B 3A 96
  90. 90. Genchi genbutsu 97
  91. 91. Attent weekly DEMO 53
  92. 92. Attent standup 53 99
  93. 93. Personal toolkits 69 100
  94. 94. #MyDailyThankYou @PapaChrisMatts
  95. 95. What have you learned at agileEE 2015? 102
  96. 96. • @agilesensei: If change is hard, make it continuous • @ginomarckx: use teams and collaboration to solve complex problems • Sergio Alpaev: manage everything from any place of the orgchart • @GilZilberfeld:The new agile is experimental. It's exciting.We're not done yet • Yura Malishenko: To become agile, you have to change the agile way • Pawel Brodzinski:Mindful use of practice leads to learning, Mindless use of practice leads to cargo cult • @AnnetteVendelbo:Agile teams are not enough. For agile to truly succeed, the whole organization must become agile. • Vladimir Ivanov:People come to Agile simulations because there are always people who prefer learning by doing. • Towo Toivola: The whole point of metrics is the amount and quality of action taken based on them • @andreaprovaglio: Develop courage and use smarter ways to deal with uncertainty to benefit from Discovery • @imtomgilb: Agile’ is any set of tactics that enable a prioritised stream of useful results, in spite of a changing environment • Craig Larman: More system, less parts 103
  97. 97. Consult your neighbour
  98. 98. 105 scaled Distributed Consciousness
  99. 99. Oana & Yves 62 www.CoachRetreat.org 106
  100. 100. HistoryPublic versions • 2011 September 09 : Version 5 at ALE 2011 (Berlin) • 2011 October 03: Version 7 at Lean & Kanban Belgium 2011 (Antwerp) • 2011 October 11: Version 9 as Closing Keynote at Agile.Net Europe 2011 • 2011 October 11: Version 10: Added pictures based on feedback of ADN11 • 2011 October 12: Version 11: Added Twitter Tags for authors • 2011 October 17: Version 14 :for Keynote of SDEC 2011 conference • 2012 April 16 : Version 17 :for SDC2012 • 2012 June 08 : Version 18 : for Test-Achats • 2012 June 11 : Version 19 : Lean in ICT (Vlerick Gent) • 2012 November 28: Version 20 :for 10 anniversary of Xpdays Benelux • 2013 January 29: Version 23 for Agile Practisioners 2013 • 2014 November 05 : Version 26 for Lean Kanban France 2014 • 2014 November 18: Version 28 for agile tour Lille 2014 • 2015 March 28: Version 34 for AgileEE 2015 Other versions are internal dry-run versions
  101. 101. slide pictures • David Hussman: Dudes Law (personal e-mail) • Diversity (Olaf Lewitz): https://picasaweb.google.com/114043888000663006020/ALEFaces? • #MyDailyThankYou (Appreciation cards): Picture: @oJUncu • Experiment picture: Family Dauwe-Bracke • Who is your name: An Nelissen • yes: @jelleverheugen • Boring: ale2012 participant • People forming no: unknown • Experiment with PairWork & Shout Joppe: @Pitslamp • Yves Long hair: Michaël De Schutter • amazon: screenshot @JonJenk • Eric Clapton: unknown • Personal pictures: http://www.flickr.com/photos/yveshanoulle/sets/ 109
  102. 102. Homines sumus, non dei @YvesHanoulle & Joppe Hanoulle www.hanoulle.be I give Free Life Time support*on anything I do (* My life not yours )
  103. 103. YvesHanoulle Organizing Coach Retrait: http://www.coachretreat.org Agile Retroflection of the Day: https://twitter.com/#!/Retroflection Agile Calendar: http://www.agileConferenc.es PairWorking: www.paircoaching.net Agile Games Google group: www.agilegames.org Who is agile: http://www.leanpub.com/whoisagile/ Personal Twitter: https://twitter.com/YvesHanoulle Contact me on Linkedin: http://www.linkedin.com/in/yveshanoulle Phone: 0032 476 43 38 32 www.hanoulle.be I give Free Life Time support*on anything I do (* My life not yours ) 62 111

Editor's Notes

  • Talk to your neighbour about what you expect to learn in this course.
    Write these expectations down on a post it
  • Only when you can say NO, your yes means something
    2 minute rule
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • Story of e-mail to hogher management
  • When you see the situation. You should be honest
  • When you work with a lot of people and you have that diversity, people don’t all look at the same things. To make peopel aware about problems and opportunities, you need to make everything visible
  • Only when you can say NO, your yes means something
    2 minute rule
  • Only when you can say NO, your yes means something
    2 minute rule
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.
    OK if you were part of the organizers, please stand up.
    Next time you disagree with someone, try to see what you can learn from her.
    Try to value the person.
    You can attack idea’s, never attack persons.
    That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.
    When Jurgen asked me what I found about his book I wrote:
  • Ok, we are at an agile conference, so you should know what agile is. Or do you really?
    Do we agree on what agile is?
    Write down on a post it (what you don’t have a post it with you?) what is agile for you
  • Talk to your neighbour about what you expect to learn in this course.
    Write these expectations down on a post it
  • ×