AGILE CULTURE
@andreaprovaglio
WHAT I DO
I help IT organizations to find and
implement better ways of doing
business.
I coa...
The AgileTriangle
Cultural change
for organizations
and individuals
Transparency
Feedback Self-organization
Continuous
imp...
For instance...
“Do more and more with less and less until you can do everything
with nothing”
“Do more and more with less...
“Do more and more with less and less until you can do everything
with nothing”
How much does it take to modify this keyboa...
MovingTargets
For us, change is generally
easier compared to physical
goods.
Users rightly ask for it, in
response to chan...
DEALING WITH
UNCERTAINTY
Interconnected World
In 2012, CERN LHCb antimatter experiment in
Geneva was slowed down byThailan...
A Curious Fact
We forecast the
weather, but we
estimate the time
and cost for
developing a new,
ephemeral product.
Hint: t...
A Roadmap Gives OptionsA Roadmap Gives Options
Even better with real-time status updates.
Impact Maps Give OptionsImpact M...
Knowledge Workers
Workers whose main
capital is knowledge.
What differentiates knowledge
work [...] is its primary task of...
A Knowledge Work Leader...
Facilitates deep
understanding
Values diversity Fosters an healthy
ecosystem
Protects
Is a stew...
Our Dear Old Inefficiencies
Time
Cost
Scope
...?
and BTW, where is your “WHY”?
A Different Model
Options
Vision
Rolling
for...
THANKYOU!
LinkedIn Twitter Slideshare
http://andreaprovaglio.com
Also on:
QUESTIONS?
Upcoming SlideShare
Loading in …5
×

Ag03 agile culture - dnc14 handouts

216 views

Published on

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
216
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Ag03 agile culture - dnc14 handouts

  1. 1. AGILE CULTURE @andreaprovaglio WHAT I DO I help IT organizations to find and implement better ways of doing business. I coach teams and individuals who want to improve technically and relationally. In 20+ years in IT, I had clients in three continents and a U.S. work visa for “extraordinary abilities in Sciences”. WHAT WE’LLTALK ABOUT • Cultural Change • Ephemeralization • Dealing with Uncertainty • The Agile Approach
  2. 2. The AgileTriangle Cultural change for organizations and individuals Transparency Feedback Self-organization Continuous improvement Sustainable growth Value creation EPHEMERALIZATION “Do more and more with less and less until you can do everything with nothing” -- Richard Buckminster Fuller-- Richard Buckminster Fuller
  3. 3. For instance... “Do more and more with less and less until you can do everything with nothing” “Do more and more with less and less until you can do everything with nothing”
  4. 4. “Do more and more with less and less until you can do everything with nothing” How much does it take to modify this keyboard layout? And this?
  5. 5. MovingTargets For us, change is generally easier compared to physical goods. Users rightly ask for it, in response to changing conditions in their world. Asymmetrical Payoffs "When we make much more money from success than we lose from failure, then we should be willing to invest in opportunities that have considerably less than a 50 percent chance of success." -- Donald G. Reinertsen Misplaced Expectations Things will not change Predictable financial payoffs
  6. 6. DEALING WITH UNCERTAINTY Interconnected World In 2012, CERN LHCb antimatter experiment in Geneva was slowed down byThailand floods. Forecasts NOAA Gianfranco Which one do you trust more? and why?
  7. 7. A Curious Fact We forecast the weather, but we estimate the time and cost for developing a new, ephemeral product. Hint: try rolling forecasts instead (Siemens use them) Predictability vs.Adaptability A Roadmap? Nah.
  8. 8. A Roadmap Gives OptionsA Roadmap Gives Options Even better with real-time status updates. Impact Maps Give OptionsImpact Maps Give Options Validate hypothesis with fail- fast, fail-safe experiments THE AGILE APPROACH
  9. 9. Knowledge Workers Workers whose main capital is knowledge. What differentiates knowledge work [...] is its primary task of "non-routine" problem solving that requires a combination of convergent, divergent, and creative thinking. TheTeam is our Basic Unit of Work Hint: refrain from micro-managing individuals Knowledge Work Organizations Knowledge Work Visualization Feedback Measuring Queues Limiting WIP Measuring what really matters Organizational Culture Roles Collaboration Self-organizationLearning Soft Skills Deep Dialogue
  10. 10. A Knowledge Work Leader... Facilitates deep understanding Values diversity Fosters an healthy ecosystem Protects Is a steward of organization’s resources for the greater good Encourages trust and learning Heroes, Dictators, Prima Donnas and Masters of Puppets Don’t Belong Here ...?? ! Personal Responsibility is an Essential Quality Hint: Check out Christopher Avery's Responsibility Process
  11. 11. Our Dear Old Inefficiencies Time Cost Scope ...? and BTW, where is your “WHY”? A Different Model Options Vision Rolling forecasts Rolling forecasts Moving targets In Short... Challenge your expectations Leverage Uncertainty, cultivateVision Understand and foster social units of work Measure what really matters
  12. 12. THANKYOU! LinkedIn Twitter Slideshare http://andreaprovaglio.com Also on: QUESTIONS?

×