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People, principles and pragmatism

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People, principles and pragmatism

  1. 1. People, Principles and Pragmatism Agile Testing days 2017 Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com
  2. 2. Hello, I’m Emily @ewebber
  3. 3. @ewebber An alternative to documentation driven, heavyweight software development processes
  4. 4. 16 years on, what’s changed? @ewebber
  5. 5. @ewebber How many of you are working in an agile team?
  6. 6. 4,872 agile books results from search of “agile” books on Amazon UK @ewebber
  7. 7. 486,963 certified scrum masters 16th November 2017 Scrum Alliance Directory @ewebber
  8. 8. 2,565,526 agile practitioners results for agile on LinkedIn people search @ewebber
  9. 9. Only 7% of CIOs say Agile has never failed them @ewebber 08 May 2017 computing.co.uk/ctg/news/3009602/more-than-half-of-cios-have-lost-confidence-in-agile-it-projects
  10. 10. halfarsedagilemanifesto.org @ewebber
  11. 11. halfarsedagilemanifesto.org @ewebber
  12. 12. halfarsedagilemanifesto.org @ewebber
  13. 13. halfarsedagilemanifesto.org @ewebber
  14. 14. halfarsedagilemanifesto.org @ewebber
  15. 15. halfarsedagilemanifesto.org @ewebber
  16. 16. PhotobyRufino @ewebber
  17. 17. @ewebber There is no magic wand
  18. 18. @ewebber People
  19. 19. @ewebber People NOT RESOURCES
  20. 20. Individuals and interactions 
 over 
 processes and tools @ewebber agilemanifesto.org
  21. 21. Individuals and interactions 
 over 
 processes and tools @ewebber agilemanifesto.org their
  22. 22. Photobytom_bullock It’s not about 
 superstars, it’s about the team @ewebber
  23. 23. IllustrationbyPaulDowney/PhotobyGDS @ewebber
  24. 24. Photobysholt “Human communities can develop a sort of collective intelligence that is greater than the members’ individual intelligence” Alex Pentland, Social Physics @ewebber
  25. 25. Flow of ideas and social learning 
 builds a team’s collective intelligence @ewebber
  26. 26. Diversity makes 
 better teams @ewebber
  27. 27. iplayoldgames.tumblr.com/p Homogeneity causes 
 group think, which 
 leads to dysfunctional 
 decision making @ewebber
  28. 28. “Working with people who are different from you may challenge your brain to overcome its stale ways of thinking and sharpen its performance.” Why Diverse Teams Are Smarter David Rock, Heidi Grant Nov 2016 @ewebber PhotobyHammersteinNWC
  29. 29. @ewebber Effectivenessofateam Performance Forming Norming Storming Performing Tuckman's model of group development Dorming
  30. 30. @ewebber Effectivenessofateam Performance Norming Storming Performing Tuckman's model of group development Dorming Forming
  31. 31. @ewebber
  32. 32. @ewebber
  33. 33. Industry Organisation @ewebber Community of practice
  34. 34. Industry Organisation @ewebber Community of practice
  35. 35. Balance the need for team cohesion with the need for new and dissenting opinions @ewebber
  36. 36. Create chances for people to talk to other people @ewebber PhotobyMarcoVerch
  37. 37. Build projects around motivated individuals Give them the environment and support they need, and trust 
 them to get the job done @ewebber agilemanifesto.org/principles.html
  38. 38. @ewebber
  39. 39. @ewebber MANAGEMENT Customers Mgmt Employees working with customers All other employees
  40. 40. @ewebber TIMPSON’S UPSIDE DOWN MANAGEMENT Customers Mgmt Employeesworking withcustomers Allother employees
  41. 41. 1. Look the part and put the money in the till 2. You can do anything else to best serve customers • You can spend up to £500 to settle a customer complaint (without management authorisation) • Charge whatever you like – the price list is a guide only @ewebber THE TIMPSON RULES
  42. 42. “The secret is to trust the people who serve the customers to do it the way they want” Sir John Timpson @ewebber
  43. 43. @ewebber
  44. 44. @ewebber • It’s about people and interactions • diversity makes things better • teams need to be trusted People
  45. 45. @ewebber Pragmatism
  46. 46. Photobysholt Dogmatism the tendency to lay down principles as undeniably true, without consideration of evidence or the opinions of others. @ewebber
  47. 47. @ewebber Business Transformation
  48. 48. @ewebber everything 
 is awesome where we
 started Now
  49. 49. @ewebber Some people just like the status quo, right?
  50. 50. Five reasons 
 why people 
 resist change @ewebber
  51. 51. Photobysholt “Uncertainty can cause more stress than inevitable pain” ucl.ac.uk/news/news-articles/ 0316/290316-uncertainty- stress @ewebber PhotobyJethroTaylor
  52. 52. Small steps to get into the habit of changing (it gets easier) @ewebber
  53. 53. Photobysholt They have learnt that they are not allowed to change @ewebber Photobysholt
  54. 54. PhotobyAlexeyIvanov Create a safe to experiment environment @ewebber
  55. 55. Photobysholt Change means new skills they don’t have @ewebber
  56. 56. Photobysholt @ewebber Make it easy for people to learn what they need to know
  57. 57. Photobysholt They have been through so much change already (and nothing 
 has changed) @ewebber
  58. 58. @ewebber Don’t give too many different messages
  59. 59. Photobysholt Telling people to change is not same as them wanting to change @ewebber PhotobyAnne
  60. 60. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  61. 61. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  62. 62. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  63. 63. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  64. 64. People need to want to change @ewebber
  65. 65. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  66. 66. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  67. 67. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  68. 68. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  69. 69. @ewebber https://www.youtube.com/watch?v=9ACi-D5DI6A youtube.com/watch?v=9ACi-D5DI6A
  70. 70. Don’t just tell people to change work with them @ewebber
  71. 71. Evolution or 
 revolution @ewebber
  72. 72. @ewebber SATIR CHANGE CURVE
  73. 73. Avoid Chaos (unless you need a revolution) @ewebber
  74. 74. @ewebber • understand resistance to change • don’t create a revolution unless you need one • balance aspiration and pragmatism Pragmatism
  75. 75. The goal isn’t 
 to do agile (the goal is to make great products and services) @ewebber
  76. 76. @ewebber
  77. 77. Thank you Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com

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