Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Myths, Legends and Monsters of Enterprise Agility

1,833 views

Published on

Published in: Technology, Business
  • Be the first to comment

Myths, Legends and Monsters of Enterprise Agility

  1. 1. Myths, Legends & Monsters The Quest for the Grail of Enterprise AgilityFrançois Bachmann, SPRiNT iT
  2. 2. Who’s talkingFrançois Bachmann• « The Urban Traffic Parable »• « The Art of the Retrospective » (Agile-Alchemist.com)• Organisational Development Coach since 2004• Interests: Systemic Thinking, Complex Adaptive Systems (like a Jam Session @AgileEE )
  3. 3. What You Should Get
  4. 4. Your initial situation• Pilot project « success »• Request/need to scale this success• Existing company]Out of Scope[• Introduction to Agile, Lean, Scrum, XP, …• Growing an agile company
  5. 5. Warnings(1)Scaling is always complex
  6. 6. Warnings (2)Agile is a mindset, an attitude  plan lots of time for full-fledged adoption
  7. 7. Starter: A customer myth« Normal Change » at a Swiss bank Source: http://itsm.certification.info/normalchg.html
  8. 8. MythA traditional or legendary story that can contain a moral lessonBuilt on Archetypes Gods, animals, angels, demons, other worldsUsed to justify a social institution and its way of viewing the world Source: dictionary.reference.comTold at ceremonies (start, transformation, end) Principal purpose: federate
  9. 9. Myths: project choice / dimension« Let’s do Agile within a fixed-price contract » « We apply Agile but only to Development »« We do ALL our projects with Agile»
  10. 10. Myths: RolesScrumMaster: Thor / Superman /James Bond / Chuck Norris« Three Roles is enough for any company »  Scrumdamentalism (H.Kniberg)« In our company, we’re all like a big family»
  11. 11. Myths: transition « Just use Scrum of Scrums and everything will be fine»« Trust me, in this company we know what change management is! » « To really become Agile, you have to destroy & rebuild from scratch»
  12. 12. Summary: Myths• Main purpose: federate• Used for justification of status quo• Usually involve superhumans • Reveal values of the company
  13. 13. Legend (lat. legenda = to be read)• Official shape of the rumour spread during coffee breaks• « I know someone who… »• Urban Legend• Can end both ways• Finishes with a lesson to learnPrincipal purpose: education
  14. 14. Legend: Company Culture « My cousin tried to introduce Agile in his company: it didn’t work at all! Now I agree that they have a very special company culture….»« Actually, our company culturehas always been agile; let’s just change theterminology and we’ll be fine»
  15. 15. Customer Legends: Company Culture• Mediterranean: mix of nationalities• Web company: resource allocation > flow
  16. 16. Legends: Organisation« It seems that this won’t work in an outsourcing context… » « Another team in our division used it during a few months, their productivity dropped… and they switched back afterwards»« What about my career plan? »
  17. 17. Legends: Transition« A well-planned transition is the cornerstone of success: plan the work, work the plan»« Let’s just establish a matrix between the old and the new roles»
  18. 18. Legend: Tool« Company X bought tool Y when they moved to Agile and the whole enterprise is now using it. But how can I convince my management? »
  19. 19. Summary: Legends Purpose: Institutionalized Learning « What hasn’t worked in the past and what were the consequences » Advice: are a very efficient communication tool: « Worst Practices » or NotHow-Transfer©
  20. 20. Monster (lat. monstrum: wild beast)• Impersonates resistance• Gatekeeper• Requires the hero to go beyond the normal plan
  21. 21. Monsters: Middle Management« I’ll be the Scrum Master for all teams »« I can replace the Product Owner, if needed »« Well, someone has to assign the developers to projects, no?! » Strengths: network, relationships Weaknesses: conflicting priorities, overestimates his potential influence Fights for: his position and his « power »  Approach: give him a catalyst role, actively include in information exchange
  22. 22. Monster: Project/Process OfficeDistinguishing marks: once they understand Agile is not going away, they will try to govern it and create rulesStrength: power to standardizeWeakness: mechanistic world viewFights for: being the process master and force their rules on developers Approach: 1) produce their artefacts and 2) when the right time comes: question the value of these artefacts (not of the Project Office!)
  23. 23. Monster: SaboteurDefinition: Person who is involved but has a hidden agenda (subversion, obstruction, disruption, or destruction)Strength: internal knowledgeWeakness: bottleneckFights for: « unofficial » priorities Approach: make responsibilities explicit, confront one-on-one if necessary
  24. 24. Monster: AgileGuruPretends to sell the One And Only AgileDistinguishing marks: elitist, likes to fight (he/she usually wins)Strength: *very* convinced by his Agile flavorWeakness: exclusive, tends to work aloneFights for: his Truth (destroying others)Approach: recall Agile values, let him show how his flavor brings them forward
  25. 25. Summary: Monsters• Strongholds, Gatekeepers• Have power & reputation• Often easier to « turn around » than to overpower• Advice: don’t play on their territory!
  26. 26. Summary Properties How it’s helpful Suggested approachMyth Historical, federates and passive-implicit communication, heroes, illustrates common strategy and long term follow-up « Best values (world view) Practices »Legend « Worst Lessons learnt, active-explicit communication, Practice » NotHow-Transfer© use & recall in major retrospectivesMonster Personalized Strong, potential negotiate, convince, align on objection , ally, when aligned values Gatekeeper with your cause
  27. 27. Enjoy the Quest, brave knights!
  28. 28. Thanks! © Pixar Technologies, Inc.f.bachmann@sprint-it.ch FrBachmann

×