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8 lessons learned from becoming agile  15.5.2010 ESTONIA Marko Taipale
Visited 13companies Coached2agile transitions and 10+ teams Co-founded1Lean startup Trained over300people
Failed enough to tell stories Succeeded enough to show results
1.Why do you want to be agile?  2. How to reach business agility? 3.Organization as a people system
1.Why do you want to be agile?  (Being = respect the values and principles)
80% had no goal for being agile no method to reach the goal … no way to measure if they were getting any better
No Goal – No chance to Score
Lesson #1 Set a goal for being agile, otherwise you achieve nothing (It’s ok to figure it out...)
“What does method X  say about Y?”
“What does method X  say about Y?” Collaborate!
Lesson #2 Commit to agile values and principles; your practices will follow Craft your own process
Pilot,  Scale,  Optimize
Pilot,  Scale,  Optimize
Pilot,  Scale,  Optimize OR Visualize the value stream  Fix the way you manage product development Continuous Improvement
Pilot,  Scale,  Optimize Multiple ways so what’s the point? OR Visualize the value stream  Fix the way you manage product development Continuous Improvement
Pilots are not about proving if agile works Forward motion is often thought as progress
Lesson#3 Pilot is about learning …not “working software” … not about getting results Continuous Improvement
Make the cycle as short as possible
A way of learning 5whys There are no technical problems only human problems
Lesson #1 You need to have a SMART goal Lesson #2 Commit to agile values and principles; your practices will follow Lesson #3 Progress is about learning
2. How to reach business agility?
”Agile teams need to value  adaptability over predictability” - Someone in Twitter
Lesson #4 Business agility is about having adaptability and predictability - My experience
” Where do I get the backlog?” what to build
“No plan survives first contact with the customers” - Steven Blank
Customer Development Customer Discovery Customer Validation Customer Creation Scale Company
Customer Development Customer Discovery Customer Validation Customer Creation Scale Company Hypotheses, experiments,  insights Data,  feedback,  Insights Agile Product Development
Customer Development Problem Team Customer Discovery Customer Validation Customer Creation Scale Company Hypotheses, experiments,  insights Solution Team Data,  feedback,  Insights Agile Product Development
“Should I do whatever my customers want me to do?”
“Should I do whatever my customers want me to do?”
Lesson #5 Create product vision and validate it with customer development Vision  = a boundary for her wishes
Is agile about delivering features  as fast as possible?
Nr 1 waste =  Unused features Building a feature maybe the wrong answer Who cares about velocity? We can work on highest priority story – who cares?
It is not about how much but rather how little you can release Minimum Viable Product
Lesson #6 Find your Minimum Viable Product It should make you feel embarrassed
“It's the things that are not there that we are most proud of"
Lesson #4 Business agility is about having adaptability and predictability Lesson #5 Create product vision and validate it with customer development Lesson #6 Find your Minimum Viable Product
3.Organization as a people system
”We have Scrum but we are still slow!”
Customer approval Internal approval Idea Resourcing Development Design Deployment
Customer approval Internal approval Idea Resourcing 2h 2h 1d Development Design Deployment 2m 1m 3w 3m
Selected  ideas 8 Customer approval Internal approval Idea Resourcing 1m 2d 6m 2h 2h 1d 1w 6m 6m Development Design Deployment 2m 1m 3w 15 12 3m 24m Design ready Production ready
Selected  ideas 8 Customer approval Internal approval Idea Resourcing 1m 2d 6m 2h 2h 1d SCRUM! 1w 6m 6m Development Design Deployment 2m 1m 3w 15 12 3m 24m Design ready Production ready
Selected  ideas 8 Customer approval Internal approval Idea Resourcing 1m 2d 6m 2h 2h 1d SCRUM! 1w 6m 6m Development Design Deployment 2m 1m 3w 15 12 3m 24m Design ready Production ready
Lesson #7 Optimize the whole Beware sub-optimization  Visualize the value stream Identify bottleneck Limit WIP on all levels Incentives are bad!
Adoption is about letting problems to surface Manage the system, remove chance for failure, make it flow
Smell: The fear of being vulnerable Leader: Go First
Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
Smell: The need to avoid interpersonal discomfort Leader: Confront Difficult Issues Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
Smell: The pursuit of individual goals and status Leader: Focus on Collective Outcomes Smell: The need to avoid interpersonal discomfort Leader: Confront Difficult Issues Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
Lesson #8 Build great teams
Marko Taipale @markotaipale huitale.blogspot.com marko.taipale@huitale.com I help companies to improve by  showing what I have done how I have done it and  what I have learned about it.  I am a CTO of a lean startup
Why do you want to be agile? L1: Set a goal for being agile or you achieve nothing L2: Commit to agile values and principles; your practices will follow L3: Piloting is learning. Learning is progress. 2. How to reach business agility? L4: Business agility is about having adaptability and predictability L5: Create product vision and validate it with customer development L6: Find your Minimum Viable Product 3.Organization as a people system L7:Optimize the whole L8: Build great teams
Photo credits Flickr users http://www.flickr.com/photos/kodomut/ http://www.flickr.com/photos/amagill/ http://www.flickr.com/photos/themarmot/ http://www.flickr.com/photos/unloveable/ http://www.flickr.com/photos/shapourbahrami/ http://www.flickr.com/photos/thatguyfromcchs0 http://www.flickr.com/photos/fxtreme/ http://www.flickr.com/photos/aussiegall http://www.flickr.com/photos/lululemonathletica http://www.flickr.com/photos/4yas http://www.flickr.com/photos/sualk61/ http://www.flickr.com/photos/can3ro55o/ http://www.flickr.com/photos/jwdill/ http://www.flickr.com/photos/minidriver/ http://www.flickr.com/photos/donaldmacleod/ http://www.flickr.com/photos/jburgin/ http://www.flickr.com/photos/jmherrala/

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8 lessons learned from becoming agile

  • 1. 8 lessons learned from becoming agile 15.5.2010 ESTONIA Marko Taipale
  • 2. Visited 13companies Coached2agile transitions and 10+ teams Co-founded1Lean startup Trained over300people
  • 3. Failed enough to tell stories Succeeded enough to show results
  • 4. 1.Why do you want to be agile? 2. How to reach business agility? 3.Organization as a people system
  • 5. 1.Why do you want to be agile? (Being = respect the values and principles)
  • 6. 80% had no goal for being agile no method to reach the goal … no way to measure if they were getting any better
  • 7. No Goal – No chance to Score
  • 8. Lesson #1 Set a goal for being agile, otherwise you achieve nothing (It’s ok to figure it out...)
  • 9. “What does method X say about Y?”
  • 10. “What does method X say about Y?” Collaborate!
  • 11. Lesson #2 Commit to agile values and principles; your practices will follow Craft your own process
  • 12. Pilot, Scale, Optimize
  • 13. Pilot, Scale, Optimize
  • 14. Pilot, Scale, Optimize OR Visualize the value stream Fix the way you manage product development Continuous Improvement
  • 15. Pilot, Scale, Optimize Multiple ways so what’s the point? OR Visualize the value stream Fix the way you manage product development Continuous Improvement
  • 16. Pilots are not about proving if agile works Forward motion is often thought as progress
  • 17. Lesson#3 Pilot is about learning …not “working software” … not about getting results Continuous Improvement
  • 18.
  • 19. Make the cycle as short as possible
  • 20. A way of learning 5whys There are no technical problems only human problems
  • 21. Lesson #1 You need to have a SMART goal Lesson #2 Commit to agile values and principles; your practices will follow Lesson #3 Progress is about learning
  • 22. 2. How to reach business agility?
  • 23. ”Agile teams need to value adaptability over predictability” - Someone in Twitter
  • 24. Lesson #4 Business agility is about having adaptability and predictability - My experience
  • 25. ” Where do I get the backlog?” what to build
  • 26.
  • 27. “No plan survives first contact with the customers” - Steven Blank
  • 28. Customer Development Customer Discovery Customer Validation Customer Creation Scale Company
  • 29. Customer Development Customer Discovery Customer Validation Customer Creation Scale Company Hypotheses, experiments, insights Data, feedback, Insights Agile Product Development
  • 30. Customer Development Problem Team Customer Discovery Customer Validation Customer Creation Scale Company Hypotheses, experiments, insights Solution Team Data, feedback, Insights Agile Product Development
  • 31. “Should I do whatever my customers want me to do?”
  • 32. “Should I do whatever my customers want me to do?”
  • 33. Lesson #5 Create product vision and validate it with customer development Vision = a boundary for her wishes
  • 34. Is agile about delivering features as fast as possible?
  • 35. Nr 1 waste = Unused features Building a feature maybe the wrong answer Who cares about velocity? We can work on highest priority story – who cares?
  • 36. It is not about how much but rather how little you can release Minimum Viable Product
  • 37. Lesson #6 Find your Minimum Viable Product It should make you feel embarrassed
  • 38. “It's the things that are not there that we are most proud of"
  • 39. Lesson #4 Business agility is about having adaptability and predictability Lesson #5 Create product vision and validate it with customer development Lesson #6 Find your Minimum Viable Product
  • 40. 3.Organization as a people system
  • 41. ”We have Scrum but we are still slow!”
  • 42. Customer approval Internal approval Idea Resourcing Development Design Deployment
  • 43. Customer approval Internal approval Idea Resourcing 2h 2h 1d Development Design Deployment 2m 1m 3w 3m
  • 44. Selected ideas 8 Customer approval Internal approval Idea Resourcing 1m 2d 6m 2h 2h 1d 1w 6m 6m Development Design Deployment 2m 1m 3w 15 12 3m 24m Design ready Production ready
  • 45. Selected ideas 8 Customer approval Internal approval Idea Resourcing 1m 2d 6m 2h 2h 1d SCRUM! 1w 6m 6m Development Design Deployment 2m 1m 3w 15 12 3m 24m Design ready Production ready
  • 46. Selected ideas 8 Customer approval Internal approval Idea Resourcing 1m 2d 6m 2h 2h 1d SCRUM! 1w 6m 6m Development Design Deployment 2m 1m 3w 15 12 3m 24m Design ready Production ready
  • 47. Lesson #7 Optimize the whole Beware sub-optimization Visualize the value stream Identify bottleneck Limit WIP on all levels Incentives are bad!
  • 48. Adoption is about letting problems to surface Manage the system, remove chance for failure, make it flow
  • 49.
  • 50. Smell: The fear of being vulnerable Leader: Go First
  • 51. Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
  • 52. Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
  • 53. Smell: The need to avoid interpersonal discomfort Leader: Confront Difficult Issues Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
  • 54. Smell: The pursuit of individual goals and status Leader: Focus on Collective Outcomes Smell: The need to avoid interpersonal discomfort Leader: Confront Difficult Issues Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
  • 55. Lesson #8 Build great teams
  • 56. Marko Taipale @markotaipale huitale.blogspot.com marko.taipale@huitale.com I help companies to improve by showing what I have done how I have done it and what I have learned about it. I am a CTO of a lean startup
  • 57. Why do you want to be agile? L1: Set a goal for being agile or you achieve nothing L2: Commit to agile values and principles; your practices will follow L3: Piloting is learning. Learning is progress. 2. How to reach business agility? L4: Business agility is about having adaptability and predictability L5: Create product vision and validate it with customer development L6: Find your Minimum Viable Product 3.Organization as a people system L7:Optimize the whole L8: Build great teams
  • 58. Photo credits Flickr users http://www.flickr.com/photos/kodomut/ http://www.flickr.com/photos/amagill/ http://www.flickr.com/photos/themarmot/ http://www.flickr.com/photos/unloveable/ http://www.flickr.com/photos/shapourbahrami/ http://www.flickr.com/photos/thatguyfromcchs0 http://www.flickr.com/photos/fxtreme/ http://www.flickr.com/photos/aussiegall http://www.flickr.com/photos/lululemonathletica http://www.flickr.com/photos/4yas http://www.flickr.com/photos/sualk61/ http://www.flickr.com/photos/can3ro55o/ http://www.flickr.com/photos/jwdill/ http://www.flickr.com/photos/minidriver/ http://www.flickr.com/photos/donaldmacleod/ http://www.flickr.com/photos/jburgin/ http://www.flickr.com/photos/jmherrala/

Editor's Notes

  1. Who am I?Why this topic?This is the most AMBIOUS set I ever done, if you pick 1-2 lessons then I have succeeded.
  2. 3 themes, way to categorize
  3. BEING VS. DOING
  4. They did not have any goal for BEING agileThey have no way to know if they were getting any better
  5. Football, no goals 22 guys running after the ball, why?
  6. goal as self-organizing method (apollo 13) Vasco: What are they trying to achieve with retrospectives? Just be “more” agile?MIKÄ ON HUITALEEN TAVOITE? We want to deliver customer wishes today!
  7. Release every day (TDD, CI)Huitale – Scrum- Scrumban – KanbanNEXT: So how to adopt agile then?
  8. LOTS of ways, what’s the real point of all these?
  9. Getting to the next step as ”progress”
  10. …manifesto is about software development!
  11. Startup learning cycle (Plan-Do-Check-Act)Example: In our product development it takes 8 days to get idea to production with measurements in place
  12. Startup learning cycle (Plan-Do-Check-Act)Example: In our product development it takes 8 days to get idea to production with measurements in place
  13. 1. Server went down: Why?: Too much load2. Why? knowledge - lib too much CPU load3. Why? junior developer4. Why? no training5. Why? Cause our manager does not believe in training / wanted to cut training budget
  14. TAUKO!
  15. Adaptability = Be able to change (direction in Biz)Predictability = Be able to predict how long it takes to get done with the change
  16. TAUKO!NEXT: Lets take a look at some common question on running the biz
  17. Customer is LOST. Plan won’t survive.
  18. Customer is LOST. Plan won’t survive.
  19. Parallel process to product developmentDiscover, Validate, Create (contract), scale
  20. Information flows
  21. Problem team figures out the problem (might have PO)Solution team works on the solution to the problemCOLLABORATION (Lesson 2) – UX, Architecture visions
  22. Porsche
  23. VolvoExample: 300 configurations, (NO TESTING – DROP CUSTOMER)
  24. Test manually if you customer really wants itNext: Ok, lets take a look back a bit…
  25. DoD – Do you validate the things are used? Do you drop features?
  26. Can be better than Maximum Product!
  27. MUISTA TAUKO....
  28. IncentivesEvery system has a goal – identify it, step outsideWhat’s stopping the system to give the output i want?Time from concept to cashEffectiveness is often inefficientCross-Funtionality
  29. Get out of your silo! Silos are bad -> cross-functional teamsScaling is about synchorinizing, portfolio management and leadership (goals)Anonymity creates dysfunctions (blaming)Watch out for distribution
  30. Managers role, retrospectives(mattias skarin leader has impediment list), cowboy managers, fearmake sure there is a way to handle thoseNext: Lets look more about the teams / people
  31. Smell: Fear of being vulnerable (Being open)Leader: Go first, not perfect
  32. Smell: Consensus > Best solutionLeader: Make people say their opinions
  33. Smell: Lack of buyin, it is not MY thingLeader: What does it mean for us, team, company
  34. Smell: No confrontation, messengersLeader: Get ppl together to talk, talk to them
  35. Smell: My goals, my EGOLeader: it is about us, collective outcomes
  36. “They asked what are my tools, but not what kind of team we have build and how”
  37. How to contact me laterWhat I doHuitale in russian... Well lets not talk about that
  38. Do not assume any practice to work for you by just moving it from one context to another