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Leading the agile organization

Organizational agility has been defined as the capability of a company to rapidly change or adapt in response to changes in the market so that it can thrive as an organization. In this session, we will focus on the role of the leader in shaping, promoting and sustaining an Agile organization. We will describe the Agile Mindset, discuss the key elements of an Agile Transformation and reveal the ideal characteristics of an Agile Leader. This interactive session will provide examples from successful Agile organizations and will reveal techniques that participants can use to effectively plan, scale and flow valuable work throughout their own organizations.

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Leading the agile organization

  1. 1. © Torak, Inc. www.torak.com Leading the Agile Organization Organizational agility has been defined as the capability of a company to rapidly change or adapt in response to changes in the market so that it can thrive as an organization. In this session, we will focus on the role of the leader in shaping, promoting and sustaining an Agile organization. We will describe the Agile Mindset, discuss the key elements of an Agile Transformation and reveal the ideal characteristics of an Agile Leader. This interactive session will provide examples from successful Agile organizations and will reveal techniques that participants can use to effectively plan, scale and flow valuable work throughout their own organizations.
  2. 2. © Torak, Inc. www.torak.com About Dimitri Ponomareff Dimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach. Whether it's a sports team, software products or entire organizations, Dimitri has that ability to relate and energize people. He is consistently recognized as a very passionate and successful change agent, with an overwhelming capacity to motivate and mobilize teams on their path to continuous improvements. He is a master facilitator, as well as a captivating speaker with consistent, positive feedback regarding his ability to engage an audience. As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through teaching by example, he is able to build teams of people who understand where to focus their work to generate the most value. He has coached and provided tailor-made services and training for a multitude of organizations. The short list includes, American Express, Charles Schwab, Bank of America, Morgan Stanley, Best Western, Choice Hotels, JDA Software, LifeLock, First Solar, Infusionsoft and Mayo Clinic. Dimitri enjoys his work, and does everything to ensure he shares his knowledge with others who seek it.
  3. 3. © Torak, Inc. www.torak.com The Agile Mindset ● The Agile Manifesto ● The Paradigm Shift from Waterfall to Agile ● The Third Wave of Agile
  4. 4. © Torak, Inc. www.torak.com The Agile Manifesto - 4 Values We are uncovering better ways of developing software by doing it and helping others do it. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Source: www.agilemanifesto.org
  5. 5. © Torak, Inc. www.torak.com The Agile Manifesto - 12 Principles 1. Satisfy the Customer 2. Welcome Change 3. Deliver Frequently 4. Work as a Team 5. Motivate People 6. Communicate Face-to-Face Source: www.agilemanifesto.org 7. Measure Working Software 8. Keep a Sustainable Pace 9. Excel at Quality 10. Keep it Simple 11. Self-Organize 12. Reflect and Adjust Regularly
  6. 6. © Torak, Inc. www.torak.com Organizational agility... is the ability of an organization to effectively sense and adapt in complex, rapidly changing conditions so that it can thrive as an organization.
  7. 7. © Torak, Inc. www.torak.com The Paradigm Shift from Waterfall to Agile Plan Driven Value Driven Constraints Scope (requirements) Cost Time Estimates Cost Time Scope (features) Waterfall Predictive Process Agile Adaptive Process The plan creates cost /schedule estimates The vision creates feature estimates
  8. 8. © Torak, Inc. www.torak.com The Third Wave of Agile Source: http://www.solutionsiq.com/the-third-wave-of-agile/
  9. 9. © Torak, Inc. www.torak.com Agile Leadership ● Delighting customers ● The 3 Pillars of Empiricism ● Team Development & Leadership Styles ● The Cynefin Framework ● The Agile Compass ● True North
  10. 10. © Torak, Inc. www.torak.com The Leader’s guide... “The new goal for the organization must be to delight the customer.” - The Leader’s Guide to Radical Management: Re-inventing the Workplace for the 21st Century by Stephen Denning Successful leaders use stories to get their ideas across and spark enduring enthusiasm for change. - The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative by Stephen Denning
  11. 11. © Torak, Inc. www.torak.com 3 Pillars of Empiricism Transparency being open and not hiding what is going on, being highly visible Inspection reflecting on what has happened Adaptation make adjustments to improve
  12. 12. © Torak, Inc. www.torak.com “Doveryai, no proveryai” “Trust but verify” “You always say that” Gorbachev noted laughingly at the White House arms treaty signing in 1987. “I like the sound of it” Reagan replied.
  13. 13. © Torak, Inc. www.torak.com Team Development & Leadership Styles Tuckman's stages of group development
  14. 14. © Torak, Inc. www.torak.com The Cynefin Framework Leadership Across Contexts ● Simple Contexts ○ The Domain of Best Practice ○ Standard Operating Procedures ○ Date provides answers ● Complicated Contexts ○ The Domain of Experts ○ Predictive planning ○ Data provides options ● Complex Contexts ○ The Domain of Emergence ○ Pattern management ○ Heuristic method by telling stories ● Chaotic Contexts ○ The Domain of Rapid Response ○ Crisis management ○ Experience informs decisions Source: A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone
  15. 15. © Torak, Inc. www.torak.com The Agile Compass Leaders must designs for the emergence of capability in these areas: ● Organizational Culture ○ People's beliefs, attitudes and assumptions ● Organizational Structure ○ Relationships, talent, risk, policies, rules and governance ● Leadership Styles ○ Leading, inspiring, directing and motivating others
  16. 16. © Torak, Inc. www.torak.com True North: Discover Your Authentic Leadership Personal Leadership Development Plan 1. Knowing your authentic self 2. Defining your values and leadership principles 3. Understanding your motivations 4. Building your support team 5. Staying grounded by integrating all aspects of your life Source: True North: Discover Your Authentic Leadership by Bill George Agile leaders can adapt while keeping sight of their True North.
  17. 17. © Torak, Inc. www.torak.com Organizational Agility ● Plan to achieve your goals ● Scale to increase your productivity ● Flow to gain the most efficiencies ● Innovate from within ● Continuously improve
  18. 18. © Torak, Inc. www.torak.com It’s all about communication People who want IT must communicate with people who can build IT.
  19. 19. © Torak, Inc. www.torak.com Why, What & How ●WHY are we doing this? Voice of the stakeholder (Stakeholders) ●WHAT needs to be done? Voice of the user (Product Owner, Subject Matter Expert) ●HOW do we build it? Voice of the developer (Scrum Team)
  20. 20. © Torak, Inc. www.torak.com The 5 levels of Planning in Agile
  21. 21. © Torak, Inc. www.torak.com Agile Vision - The Elevator Pitch FOR (target customer) WHO (statement of the need or opportunity) THE (product name) IS A (product category) THAT (key benefit, compelling reason to buy) UNLIKE (primary competitive alternative) OUR PRODUCT (statement of primary differentiation) Source: Geoffrey Moore’s template from Crossing the Chasm
  22. 22. © Torak, Inc. www.torak.com Planning Traceability Vision Roadmap R1 R2 R3 Rn Release 1 SP1 Iteration 1 ST1 STnST3ST2 Iteration n ST1 STnST3ST2 Story 1 T1 TnT3T2 Story n T1 TnT3T2 SPnSP3SP2 Release n SP1 SPnSP3SP2
  23. 23. © Torak, Inc. www.torak.com Let’s play Plinko...
  24. 24. © Torak, Inc. www.torak.com Scaling Scrum “Scaling Scrum means getting rid of stuff because everything in Scrum is just in time, just enough,…and because any extra weight slows you down and increases cost. ” – Jeff Sutherland Sutherland, Jeff. “Scaling Scrum – What People Are Not Talking About!” http://www.scruminc.com/scaling-Scrum-what-people-are-not/
  25. 25. © Torak, Inc. www.torak.com Lean thinking Coined by James P. Womack and Daniel T. Jones, it describes how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste, by focusing on these concepts: ● Value ● Value streams ● Flow ● Pull ● Perfection
  26. 26. © Torak, Inc. www.torak.com Scaled Agile Framework (SAFe) Source: http://scaledagileframework.com/
  27. 27. © Torak, Inc. www.torak.com Flow in psychology Flow is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. being in the zone
  28. 28. © Torak, Inc. www.torak.com Flow in the workplace Flow has been used in the software world as being "wired in", “hack mode”, or simply “The Zone”. The 3 conditions to achieve Flow by Mihály Csíkszentmihályi’s 1. Goals are clear 2. Feedback is immediate 3. A balance between opportunity and capacity Group Flow or group cohesion can be achieved through ● Creative spatial arrangements ● Playground design ● Parallel, organized working ● Target group focus ● Advancement of existing one with prototyping ● Increase in efficiency through visualization ● Using differences among participants as an opportunity, rather than an obstacle
  29. 29. © Torak, Inc. www.torak.com Ship it like FedEx 24 hours to innovate... 1. Work on whatever you want 2. Assemble your crew 3. You've got 24 hours... go This approach has been coined by Atlassian. It has now been renamed to ShipIt. Source: www.atlassian.com/company/shipit Other organizations conduct a Hackathon or a Hack Day to generate innovation.
  30. 30. © Torak, Inc. www.torak.com Adobe Kickbox - Personal Innovation Kit What’s the story behind Kickbox? ● Money - pre-paid credit card in the amount of US$1,000 ● Instructions - quick reference cards outlining the six levels in the red box ● Innovation tools - scorecards, frameworks, exercises to develop ideas ● Caffeine and sugar - Starbucks gift card and a candy bar Source: https://kickbox.adobe.com/
  31. 31. © Torak, Inc. www.torak.com PDCA - Plan, Do, Check, Act ACT PLAN DO PDCA Cycle CHECK Continuous Improvements
  32. 32. © Torak, Inc. www.torak.com Agile, Kanban & DevOps Coaching Learn more at www.torak.com Learn more at www.AgileTestingFramework.com Learn more at www.kanbanzone.com
  33. 33. © Torak, Inc. www.torak.com This presentation was inspired by the work of many people and we have done our very best to attribute all authors of texts and images, and recognize any copyrights. If you think that anything in this presentation should be changed, added or removed, please contact us. http://creativecommons.org/licenses/by-nc-nd/3.0/ www.torak.com

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  • MohanKumar428

    May. 21, 2020

Organizational agility has been defined as the capability of a company to rapidly change or adapt in response to changes in the market so that it can thrive as an organization. In this session, we will focus on the role of the leader in shaping, promoting and sustaining an Agile organization. We will describe the Agile Mindset, discuss the key elements of an Agile Transformation and reveal the ideal characteristics of an Agile Leader. This interactive session will provide examples from successful Agile organizations and will reveal techniques that participants can use to effectively plan, scale and flow valuable work throughout their own organizations.

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