Complexity, governance and agile team - Agile Holland - Oct 2013

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Slides from my workshop with Agile Holland, 9 Oct 2013.

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  • Developer group saw it as complex and a joint responsibility between them and the project manager.    Project Managers saw it as simple and not their problem — they left it for the team & IT exec to decide.  in an organisation, that'd be a recipe for the developers to want to plan some experimentation and expect their PM to support them in doing this, while the PM would just expect the team to make a choice & get on with it
  • Who I amIndependent consultantDo 2 things – help set up project (untangle complexity); help keep in touch with what’s going onUnusual perspective on assurancePortfolio of mid-size projects rather than single large programmeDifferent twists, but aligns to where many organisations are at, so will share experienceAgenda
  • Complexity, governance and agile team - Agile Holland - Oct 2013

    1. 1. Complexity, Governance & the Agile Team Complexity, Governance, Team Agile Holland, 2013 1
    2. 2. Objectives  What is governance?  How do our perceptions of “good governance” vary?  Does complexity influence this?  Governance is contextual – no single “correct” model. Complexity, Governance, Team Agile Holland, 2013 2
    3. 3. Agenda 15 min Discussion 60 min Two exercises 15 min Debrief Complexity, Governance, Team Agile Holland, 2013 3
    4. 4. Who chooses the development process? Complex. Belongs to team plus PM. “Belongs to me” Complexity, Governance, Team Agile Holland, 2013 4 Simple (“just do it”). Belongs to team plus exec
    5. 5. Institute on Governance (www.iog.ca) They follow an acceptable process (“due process”) We know which decisions matter Governance is the process whereby societies or organisations make important decisions, determine whom they involve and how they render account. They track outcomes & act to improve them The right people are involved in these decisions Complexity, Governance, Team Agile Holland, 2013 5
    6. 6. Complexity, Governance, Team Agile Holland, 2013 6
    7. 7. We’d need to do an experiment or pilot/prototype Cynefin We’d assemble a team of experts If we need to think about this, we’re in Complexity, Governance, Team Agile wrong theHolland, 2013 place I can just decide and do it Dave Snowden 7
    8. 8. Break into teams Complexity, Governance, Team Agile Holland, 2013 8
    9. 9. Exercises  60 Minutes  Dot vote on the matrix – 5 dots per person per decision  Position the decision post-its against the four corners  Go with your gut, then discuss & refine if you have time  Ask me if you need clarification Complexity, Governance, Team Agile Holland, 2013 9
    10. 10. Review  Pick 4 decisions (one from each domain)  Did you agree on who should be involved?  Why did you differ? Complexity, Governance, Team Agile Holland, 2013 10
    11. 11. Debrief  Circulate around the teams: What’s different? What’s the same? What’s surprising? Complexity, Governance, Team Agile Holland, 2013 11
    12. 12. Final thoughts governance He who forgets history is condemned to repeat it.  Good governance lets you focus energy on decisions, not process  If you don’t define governance up front, you revisit it for every decision  Agile shifts the locus and timing of decisions  It doesn’t remove the need to think about governance  Decisions are often fuzzy  People have divergent opinions who should make which decision  This derails projects & programmes, unless it’s addressed head on Complexity, Governance, Team Agile Holland, 2013 12
    13. 13. Thank you graham@grahamoakes.co.uk @GrahamDOakes (Give me your contact details if you want today’s outputs.) Complexity, Governance, Team Agile Holland, 2013 13
    14. 14. Graham Oakes Ltd  Making sense of technology…  Many organisations are caught up in the complexity of technology and systems.  This complexity may be inherent to the technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.  We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects.  Clients…           Cisco Worldwide Education – Architecture and research for e-learning and educational systems Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems Dover Harbour Board – Systems and architecture review MessageLabs – Architecture and assurance for partner management portal National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy The Open University – Enterprise architecture, CRM and product development strategies Oxfam – Content management, CRM, e-Commerce Thames Valley Police – Internet Consultancy Sony Computer Entertainment – Global process definition Amnesty International, Endemol, tsoosayLabs, Vodafone, … Complexity, Governance, Team Agile Holland, 2013 14

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