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.