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The quest for the minimum viable step to agility

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Talk given at Agiles2013 (LIma Peru) in oct-10-2013

Published in: Business, Technology
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The quest for the minimum viable step to agility

  1. 1. The quest for the Minimum Viable Step to Agility A Toolkit for Cultural Hackers v. 2013-oct-17 23:00 @agustinvillena
  2. 2. Licencing • This work is published under a Attribution-Noncommercial-Share Alike 2.0 Creative Commons Chile. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/2.0/cl/ @agustinvillena
  3. 3. Agustín Villena • Entrepreneur since 1998 • Applying Agility since 2002 in – – – – – Software Development Creativity Industry Public Sector Civil Society Academy @agustinvillena
  4. 4. And my family @agustinvillena
  5. 5. Challenge ... • Moving from here .... • To here @agustinvillena
  6. 6. Challenge ... • Moving from here .... • To here @agustinvillena
  7. 7. Challenge ... • Moving from here .... • To here @agustinvillena
  8. 8. Agility as a skill "Agile teams produce a continuous stream of value, at a sustainable pace, while adapting to the changing needs of the business." “We evaluate business agility by how frequently can we make decisions and how quickly can we turn that decision into reality" Elisabeth Hendrickson David J. Anderson http://www.djaa.com/kanban-alternativepath-agility http://testobsessed.com/blog/2010/12/14/theagile-acid-test/ @agustinvillena
  9. 9. @agustinvillena
  10. 10. Oops! @agustinvillena
  11. 11. Natural born agilist @agustinvillena
  12. 12. Disruptive changes in the process (Kaikaku) Value New Status Quo Status quo Political Cost Rate Parity point Time @agustinvillena Source: @rodrigoy @djaa_dja
  13. 13. Evolutionary changes in the process (Kaizen) Value New Status Quo Early delivery of value Status quo Political Costs Bounded Change Time @agustinvillena Source: @rodrigoy @djaa_dja
  14. 14. My discovery process • Agile Clinic – Coaching for software team leaders in 8 weeks. – I expect that they transfer what they learned their teams • Initial Strategy – Collaborative retrospectives – Common Problems are attacked using Agile @agustinvillena
  15. 15. Who is it aimed? CHANGE AGENTS •Aware of the problem •Empowered @agustinvillena
  16. 16. @agustinvillena
  17. 17. @agustinvillena
  18. 18. Babel @agustinvillena
  19. 19. SourceJeff Patton http:/ /www.agileproductdesign.com / downloads / patton_us_and_them.pdf @agustinvillena
  20. 20. SourceJeff Patton http:/ /www.agileproductdesign.com / downloads / patton_us_and_them.pdf @agustinvillena
  21. 21. SourceJeff Patton http:/ /www.agileproductdesign.com / downloads / patton_us_and_them.pdf @agustinvillena
  22. 22. SourceJeff Patton http:/ /www.agileproductdesign.com / downloads / patton_us_and_them.pdf @agustinvillena
  23. 23. Overload @agustinvillena
  24. 24. How do you decide commitments? • Like that? «Available time" @agustinvillena
  25. 25. @agustinvillena
  26. 26. We try to do many things at once @agustinvillena
  27. 27. @agustinvillena
  28. 28. @agustinvillena
  29. 29. @agustinvillena
  30. 30. Oh, oh ... • Filling your schedule this way will cause… @agustinvillena
  31. 31. Traditional Management Push Scheduling Work Items Stage 1 In Process Ready Stage 2 In Process Ready Stage n In Process Ready Source: Lean & Kanban 101 http://availagility.wordpress.com/2009/06/11/zurich-lean-agile-scrum-slides/ @agustinvillena
  32. 32. How do we solve this problem? @agustinvillena
  33. 33. OPTIMIZING THE FLOW @agustinvillena Source: Alan Shalloway Agile2011
  34. 34. Pull @agustinvillena
  35. 35. Pull Scheduling Stop Starting ... Start finishing! • We're doing the right task at the right time when we are able Workitems Stage 1 In Process Ready Stage 2 In Process ... Stage n In Process Ready Ready ... Source: Lean & Kanban 101 http://availagility.wordpress.com/2009/06/11/zurich-lean-agile-scrum-slides/ @agustinvillena
  36. 36. People isolated from Purpose Silos @agustinvillena
  37. 37. @agustinvillena
  38. 38. If we do not understand the whole @agustinvillena
  39. 39. Modern Times @agustinvillena
  40. 40. The result ... @agustinvillena
  41. 41. Changing the perspective Business Layer Value Problem (Need) Goal (Purpose) Language Common Base Business language Features (Solutions) What (Product) Technical Language Quality TASKS How (Task, activity) Technical Layer @agustinvillena Management Scope
  42. 42. Use workitems with clear definition of «done» • Minimun goals - or solutions - that deliver value or learning – Never «tasks» or «activities» • E.g. "Send an email" ... @agustinvillena
  43. 43. Look at the baton, not the runners Why are you wasting your time? Traditional Manager @agustinvillena
  44. 44. Leaders 'versus' employees @agustinvillena
  45. 45. Those who know, know ... And those who don´t are the boss ... You have to build this (And how % $ @ we will do it?) ... Yes, boss @agustinvillena
  46. 46. Employee motivation Kit @agustinvillena
  47. 47. What science says? @agustinvillena
  48. 48. How do ants organize to find food? • Like that? @agustinvillena
  49. 49. How do ants organize to find food • Two simple rules – Leading the way • Outward • Back – Follow the road more brands • Simple rules that induce self-organized behavior @agustinvillena
  50. 50. How do ants organize to find food Applying to software development • Two simple rules – Document learnings – Vote for the best solutions and follow them • Hint – Use a system like Stack Overflow • For agility in Spanish http://failfast.chileagil.cl @agustinvillena
  51. 51. A tale • Someone asked a woman cleaning what her work at NASA was about, she said: – «To help mankind go to the moon" @agustinvillena
  52. 52. And what about those employees that sabotage teamwork? Trash accumulates at abandoned sites Make the work transparent to everyone • In isolated cubicles freeriders thrive • Freeriders will be discovered by their own pals @agustinvillena
  53. 53. The hardest obstacle The illusion of control @agustinvillena
  54. 54. How do we understand a project? Input Black box @agustinvillena Output
  55. 55. How do we understand a project? Quality understood as compliance with the process Ej:ISO, CMMI Input Output Deterministic process (Algorithmic) @agustinvillena
  56. 56. How do we understand a project? Project Manager «Resources» Plan Quality understood as meet the Plan @agustinvillena
  57. 57. How do we understand a project? Score Conductor Quality understood as correct execution of the score @agustinvillena
  58. 58. Project: New Hymn of Agile • Let's hire the best! Famous Rock Group National Orchestra Famous Composer @agustinvillena
  59. 59. Consider ..... The Score Does not exists! This project has no deterministic process! @agustinvillena
  60. 60. Waterfall model What about now? Fixed Understanding @agustinvillena
  61. 61. How have we been educated? • We've been trained to believe that exists a unique solution – Ken Robinson: Changing Paradigms Divergent Thinkig by age 100% 80% 60% Genio en Pensamiento Divergente 40% 20% 0% 5 8 a 10 13 a 15 18 @agustinvillena
  62. 62. Freedom from the Unique Solution Discover root conditions Apparent Solution “We've always done it that way” (Cargo Cult) Real Need Alternative Solution 1 Divergent Thinking Alternative Solution n @agustinvillena
  63. 63. An exercise to restore creativity in teams
  64. 64. Paradigms What explains that we still use those failling paradigms? @agustinvillena
  65. 65. Ford • • • • • First model of constant production flow Dramatic fall in production times Imposes 40 hours a week Better wages for workers Industrial process designed - Industrial Engineering - by Frederick Taylor (called scientific management) @agustinvillena
  66. 66. B Side • “Any customer can have a car painted any color that he wants so long as it is black” • "Why is it every time I ask for a pair of hands, they come with a brain attached?" @agustinvillena
  67. 67. Tips for Cultural Hackers • How to start a movement (Derek Sivers) • Evangelization Strategy «Do not believe me, believe to them" Our superhero • Archivald Harry renegade air conditioning specialist Brazil, The Movie – Experiments – Success Cases – TED Videos @agustinvillena
  68. 68. What comes next? • With your new super powers, can jump farther – Practices from Scrum, XP, Lean Startup, LeanUX etc. @agustinvillena
  69. 69. Summary Stone Problem Countermeasure Babel Ill understood Loooong Meetings Visual Thinking Overload Stress No time! • to learn, • to innovate PULL Strategy Focus Silos • "Running in circles» • "Syndrome of the 3 Stooges' • Cargo Cult : "It has always been like that ' Definition of «Done " Focus on the result, not the players Leaders vs Employees Discouragement Unhappyness Intelligence wasted Autonomy, mastery, Purpose Transparency Ilussion of Control • Stumbling again with the same stone • Epic Failures Experiments Exploration (eg:Marshmallow Challenge) Others? @agustinvillena
  70. 70. See you! @chileagil failfast.chileagil.cl @agustinvillena October 28

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