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about agility

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Agility at Emirates Airline
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about agility

  1. 1. Agility Thessaloniki’s Agile & Lean meetup, 07/04/2017 Nikos Batsios, Agile Coach
  2. 2. 2 MODERN AGILE www.modernagile.org
  3. 3. 3 http://modernagile.org
  4. 4. 4 Make People Awesome
  5. 5. MAKE PEOPLE AWESOME 5 Consider your whole ecosystem, people who use, buy, sell, fund, make your products or services Understand and learn about their pains, what hold them back, what aspire them Make all these people awesome 2
  6. 6. TEAM AWESOMENESS @ KING 6 A common goal for our teams is to strive to be a high-performance team that communicates and collaborates well both within and outside the team. In that spirit, we are testing a concept that I call “Team Awesomeness” Matti Klasson Development People Lead @ King 2
  7. 7. TEAM AWESOMENESS @ SPOTIFY 72 – Henrik Kniberg & Kristian Lindwall, Sep 2014. Awesome Cards - visualising
  8. 8. MAKING USERS AWESOME 82 Product development, engineering, marketing, user experience, support, everyone is a key player in the game of building great and sustainable products and services that rely on helping users to have deeper, richer experiences. Not just in the moments while they’re using them but, more importantly, in the moments when they aren’t. The goal is to craft a strategy for creating successful users. Making your customers awesome and they will tend to be your natural promoters.
  9. 9. 9 Make Safety a Prerequisite
  10. 10. MAKE SAFETY A PREREQUISITE 10 Safety is a basic human need and a key to unlocking high performance. Making safety a prerequisite requires making your collaborations, products and services safe. Protect people’s time, money, health, information, reputation and relationships. 2
  11. 11. 112
  12. 12. 122 “People aren’t afraid of failure, they’re afraid of blame.” Seth Godin
  13. 13. 132 “If you have a culture of fear none of your fancy practices or processes will help you”
  14. 14. BLAMELESS PROBLEM SOLVING 14 “Making mistakes is an inevitable byproduct of doing innovative work. But at Etsy, we strive to create a blameless culture where it’s safe not only to make mistakes, but to speak up about them. After all, mistakes can be valuable and rich sources of learning” “Our intention is not just to learn from our mistakes, but also to cultivate a mindset where everyone is continuously unearthing new opportunities for improvement. We’re building scalable internal processes, training more facilitators, and implementing practices that encourage a healthy and just learning culture.” 2
  15. 15. 15 Experiment & Learn Rapidly
  16. 16. EXPERIMENT & LEARN RAPIDLY 16 Learn rapidly by experimenting frequently. Make safe to fail ‘controlled’ experiments so you are not afraid of failure. Speed is key with this principle. Don’t wait long periods of time before learning that something isn’t working. Experimenting & learning rapidly will help you to achieve continuous improvement. 2
  17. 17. EXPERIMENTS @ AIRBNB 17 A responsibility for the Data team at Airbnb is to scale the ability to make decisions using data We democratize data access to empower all employees to make data-informed decisions, give everybody the ability to use experiments to correctly measure the impact of their decisions, and turn insights on user preferences into data products that improve the experience of using Airbnb 2
  18. 18. EXPERIMENTS @ AIRBNB 182
  19. 19. 19 Deliver Value Continuously
  20. 20. DELIVER VALUE CONTINUOUSLY 20 Deliver value continuously considers quality at every level, continuous flow of valuable work and continuous deployment in a safe way. Delivering value even if you don’t have the complete feature ready. This does not necessarily mean releasing a product or feature to the general public. Focus on delivering a half-baked idea to “someone” to quickly receive feedback. Focus on delivering value constantly 2
  21. 21. 212
  22. 22. 222
  23. 23. 23 Make People Awesome Customer Collaboration Over Contract Negotiation Make Safety a Prerequisite Experiment & Learn Rapidly Deliver Value Continuously Individuals and Interactions Over Processes and Tools Responding to Change Over Following a Plan Working Software Over Comprehensive Documentation
  24. 24. 24 AGILE FLUENCY
  25. 25. 25 Focus on Value Deliver Value Optimize Value Optimize for Systems https://martinfowler.com/articles/agileFluency.html
  26. 26. 26 PRACTICES
  27. 27. 27
  28. 28. 28 WHY AGILE
  29. 29. WHY AGILE? 29 The Digital Space is a highly competitive market that requires o Quick Business Feedback o Flexibility to incorporate this feedback o High Performance to Reduce Time to Market 2
  30. 30. DEMAND MANAGEMENT 30 Focus on functionalities and features that really deliver value to users 2
  31. 31. 31 WHAT IS AGILE
  32. 32. WHAT IS AGILE 322 o Agile is not a way to implement Quick and Dirty solutions o Agile is Disciplined o Requires close collaboration between Business and IT
  33. 33. 337 close collaboration flexibility to accept changes cross functional, self managed, stable teams prioritization based on value to customers visual management transparency simplicity short iterations regular reflections
  34. 34. PARADIGM SHIFT 342 o From project oriented to product and value oriented o From breaking teams after project delivery to create stable teams for a long period of time o From predictive approach and late feedback to adaptive approach and continuous business and customers involvement o From silos thinking to joint ownership and responsibility on a shared product vision
  35. 35. 35 CYNEFIN
  36. 36. 36
  37. 37. 37
  38. 38. 38
  39. 39. 39
  40. 40. 40
  41. 41. REFERENCES 412 o ModernAgile o Your Path through Agile Fluency o The Cynefin MiniBook o re:Work o High Performance Team Coaching o agilemanifesto.org o Introduction to Agile (AXA Agile white book)
  42. 42. www.agileactors.com | www.linkedin.com/company/agile-actors/ Thank you!

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