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What do you
want to
improve?
Being/doing/scaling Agile
isn’t the point
@neil_killick
Improve
I’m gonna
have to
Agile the
shit out of
this!
– feelings of anxiety and discomfort resulting from simultaneously
holding contradictory or otherwise incompatible attitud...
Vision
Where we are
Collective Mindset Sliders
Collective Mindset Sliders
Where we should be
Capability 3
Capability 4
Capability 5
Capability 6
Capability 7
Capability 8
Capability 9
Capability 10
Backlog Doing
Cap...
Capability 1
Team 1
Team 2
Capability 2
Team 1
Team 3
Capability 3
Capability 4
Capability 5
Capability 6
Capability 7
Cap...
Capability 1
Team 1
Team 2
Capability 2
Team 1
Team 3
Capability 3 Team 3
Capability 4
Capability 5
Capability 6
Capabilit...
Capability 1
Team 1
Team 2
Capability 2
Team 1
Team 3
Capability 3 Team 3
Capability 4
Team 4
Capability 5 Team 6
Team 5
C...
Capability 3
Capability 1
Capability 4
Capability 5
Capability 6
Team 4
Team 5
Team 6
Capability 1 is “Done”, so
teams 1 a...
Capability 3
Capability 1
Capability 4
Capability 5
Capability 6
Team 4
Team 5
Team 6
Team 3
Capability 2 Team 1
Capabilit...
Iterate
Survive
★ Company vision
★ Customer capabilities
★ “How the work works”
★ Synchronise as a company
★ Iterate as a company
So, what...
What do you want to improve? Being/doing/scaling Agile isn't the point
What do you want to improve? Being/doing/scaling Agile isn't the point
What do you want to improve? Being/doing/scaling Agile isn't the point
What do you want to improve? Being/doing/scaling Agile isn't the point
What do you want to improve? Being/doing/scaling Agile isn't the point
What do you want to improve? Being/doing/scaling Agile isn't the point
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What do you want to improve? Being/doing/scaling Agile isn't the point

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Given a desire to improve our software development endeavours, we tend to apply models and frameworks like Scrum, Kanban, LeSS, SAFe, even a custom implementation of Agile itself, without really understanding what our current model is, or what we value.

This approach leads us to do things and reject things in an ad-hoc way; not knowing whether the change will actually result in improvements in the areas where we need it most.

At an organisational level, we often don’t even want or value “agility”. We default to notions of “making the organisation agile” or “scaling agile” without confirming if that is what is actually desired.

This talk will take the audience (minus an agenda) through three simple steps to improvement, by:

1) Understanding goals;
2) Understanding desired cultural values on key dichotomy scales; and
3) Synchronising in iterations.

At a small company/single product level, following these steps might result in a group of people synchronising to product goals as a Scrum team. At a larger company/multiple product level (aka “at scale”), it might result in teams across departments being synchronised to organisational goals via organisational sprints/iterations.

The audience will come away with practical steps to effecting team, multi-team or full organisational change, in the area of product development. Underpinning these steps will be the key message that Agile, Scrum, Kanban and Lean Principles can aid the improvement journey: but none of these things should be a goal in itself.

Published in: Technology
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What do you want to improve? Being/doing/scaling Agile isn't the point

  1. 1. What do you want to improve? Being/doing/scaling Agile isn’t the point @neil_killick
  2. 2. Improve
  3. 3. I’m gonna have to Agile the shit out of this!
  4. 4. – feelings of anxiety and discomfort resulting from simultaneously holding contradictory or otherwise incompatible attitudes, beliefs, or sets of assumptions” Source: https://flowchainsensei.wordpress.com/2012/04/29/the-nine-principles-of-organisational-psychotherapy/ Photo: Contradiction by wornish “Many organisations, particularly in times of stress or change, suffer acutely from ‘organisational cognitive dissonance’
  5. 5. Vision
  6. 6. Where we are Collective Mindset Sliders
  7. 7. Collective Mindset Sliders Where we should be
  8. 8. Capability 3 Capability 4 Capability 5 Capability 6 Capability 7 Capability 8 Capability 9 Capability 10 Backlog Doing Capability 2 Capability 1 Next Team 1 Team 2 DONE No. 1 priority capability - which teams are required to deliver it end-to end? Teams 1 and 2, in this case Capability 11 Capability 12 Backlog of customer capabilities, ordered by value
  9. 9. Capability 1 Team 1 Team 2 Capability 2 Team 1 Team 3 Capability 3 Capability 4 Capability 5 Capability 6 Capability 7 Capability 8 Capability 9 Capability 10 Capability 11 Capability 12 Backlog DoingNext DONE Next priority capability also requires Team 1, but Team 1 is focused on a higher priority capability - leave them alone! If Team 3 starts without Team 1, they may end up either having to interrupt Team 1 (who are working on a higher priority feature), or leaving Capability 2 unfinished to start another Let’s put a blocked sign on the capability to signify that a lower priority capability is being selected
  10. 10. Capability 1 Team 1 Team 2 Capability 2 Team 1 Team 3 Capability 3 Team 3 Capability 4 Capability 5 Capability 6 Capability 7 Capability 8 Capability 9 Capability 10 Capability 11 Capability 12 Backlog DoingNext DONE Team 3, and every team in fact, should pull in the highest priority capability for which they have no dependency on a team working on a higher priority capability
  11. 11. Capability 1 Team 1 Team 2 Capability 2 Team 1 Team 3 Capability 3 Team 3 Capability 4 Team 4 Capability 5 Team 6 Team 5 Capability 6 Capability 7 Capability 8 Capability 9 Capability 10 Capability 11 Capability 12 Backlog DoingNext DONE Capability 4 Team 4 Capability 5 Team 6 Team 5 Capability 3 Team 3 Teams pull in work
  12. 12. Capability 3 Capability 1 Capability 4 Capability 5 Capability 6 Team 4 Team 5 Team 6 Capability 1 is “Done”, so teams 1 and 2 are available to pull in the next highest priority capability that they have the ability to work on Team 3 Capability 2 Team 1 Team 3 Capability 7 Team 2 Capability 8 Capability 9 Capability 10 Capability 11 Capability 12 Backlog DoingNext DONE Team 1 should work on top priority (blocked) capability Teams 1 and 3 should now co- ordinate to put focus on the higher priority capability
  13. 13. Capability 3 Capability 1 Capability 4 Capability 5 Capability 6 Team 4 Team 5 Team 6 Team 3 Capability 2 Team 1 Capability 7 Team 2 Capability 8 Team 1 Team 4 Capability 9 Team 2 Team 6 Capability 10 Team 3 Capability 11 Team 5 Capability 12 Backlog DoingNext DONE
  14. 14. Iterate
  15. 15. Survive
  16. 16. ★ Company vision ★ Customer capabilities ★ “How the work works” ★ Synchronise as a company ★ Iterate as a company So, what is the point?

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