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Craig brown agile australia v3

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Presentation to Agile Australia 2017

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Craig brown agile australia v3

  1. 1. AGILE AUSTRALIA 2017 | 1 Featured Project: Sydney Opera House, Australia Connecting teams project-wide Ten years after adopting Agile Agile Australia - June, 2017 Craig Brown
  2. 2. AGILE AUSTRALIA 2017 | 2
  3. 3. AGILE AUSTRALIA 2017 | 3 ~35 Melbourne ~15 Bangalore
  4. 4. AGILE AUSTRALIA 2017 | 4 16 San Fran 120+ Melbourne 7 Sydney 50+ Bangalore 46 offices 8 Dev centres 250+ R&D staff 18 Munich 9 Duisburg 9 Paris 12 Nottingham 900+ Total staff
  5. 5. AGILE AUSTRALIA 2017 | 5
  6. 6. AGILE AUSTRALIA 2017 | 6 • What are you talking about after 250 retrospectives? • What does leadership look like? • What do managers do? • What principles drive organisational design? • And how does our organisation evolve in this context? • How do you handle challenges like distributed teams? • What compromises do you make and how do you deal with them?
  7. 7. AGILE AUSTRALIA 2017 | 7 Grow skills, then they become normal An agile journey
  8. 8. AGILE AUSTRALIA 2017 | 8 We are helping transform the way project teams work together. We make the process fairer, easier and more efficient for everyone. We help our customers… • Minimise conflict and stress for people on projects • Help people reduce risk and rework to make projects cheaper • Help workers get home earlier to see their families • Deliver amazing projects that people are proud of
  9. 9. AGILE AUSTRALIA 2017 | 9 Retro trends today What kind of a team do we want to be? Cross team collaboration. Supporting other teams. The importance of a clear value story More rigour on customer feedback Deeper insights into customer value Discipline on practice Be more responsive to customers Story mapping Test automation Learning to work with Melbourne Team practices – eg Kanban
  10. 10. AGILE AUSTRALIA 2017 | 10 Retro trends today What kind of a team do we want to be? Cross team collaboration. Supporting other teams. The importance of a clear value story More rigour on customer feedback Deeper insights into customer value Discipline on practice Be more responsive to customers Story mapping Test automation Learning to work with Melbourne Team practices – eg Kanban Show the Germany Devs a good time in Melbourne - attending a footy game
  11. 11. AGILE AUSTRALIA 2017 | 11 What do managers and leaders do? Share the value story Coaching and supporting Facilitate goal setting One on ones & performance feedback Connect people across teams Clear blockers
  12. 12. AGILE AUSTRALIA 2017 | 12 Criteria Best today Worst today Overall Faster time to market Days 4 weeks  Early ROI People buy on the promise 6-9 months  Customer feedback Analytics, pilot groups etc. Interviews & help desk  Build the right products Sales are strong NPS is down  Early risk reduction Building on our core New products  Better quality 3-4 production defects a year More teams = increased impact  Predictability Most deliver to expectations Some a few weeks late*  Culture and morale Core is strong Acquisitions need support  Efficiency/Learning Plateaued and needs a kick Easy wins on the table  Customer satisfaction Mixed Trending down  >  Alignment Aggressively strong Some temporary challenges  Emergent outcomes No room at the moment Very brittle  Why Agile? Then and now.
  13. 13. AGILE AUSTRALIA 2017 | 13 Criteria Best today Worst today Overall Faster time to market Days 4 weeks  Early ROI People buy on the promise 6-9 months  Customer feedback Analytics, pilot groups etc. Interviews & help desk  Build the right products Sales are strong NPS is down  Early risk reduction Building on our core New products  Better quality 3-4 production defects a year More teams = increased impact  Predictability Most deliver to expectations Some a few weeks late*  Culture and morale Core is strong Acquisitions need support  Efficiency/Learning Plateaued and needs a kick Easy wins on the table  Customer satisfaction Mixed Trending down  >  Alignment Aggressively strong Some temporary challenges  Emergent outcomes No room at the moment Very brittle 
  14. 14. AGILE AUSTRALIA 2017 | 14 Criteria Best today Worst today Overall Faster time to market Days 4 weeks  Early ROI People buy on the promise 6-9 months  Customer feedback Analytics, pilot groups etc Interviews & help desk  Build the right products Sales are strong NPS is down  Early risk reduction Building on our core New products  Better quality 3-4 production defects a year More teams = increased impact  Predictability Most deliver to expectations Some a few weeks late*  Culture and morale Core is strong Acquisitions need support  Efficiency/Learning Plateaued and needs a kick Easy wins on the table  Customer satisfaction Mixed Trending down  >  Alignment Aggressively strong Some temporary challenges  Emergent outcomes No room at the moment Very brittle 
  15. 15. AGILE AUSTRALIA 2017 | 15 Criteria Best today Worst today Overall Faster time to market Hours to days 2-3 months  Early ROI People buy on the promise 6-9 months. Some products.  Customer feedback Analytics, pilot groups etc Interviews & help desk  Build the right products Sales are strong NPS is down  Early risk reduction Building on our core New products  Better quality 3-4 production defects a year More teams = increased impact  Predictability Most deliver to expectations Some are weeks late  Culture and morale Core is strong Acquisitions need support  Efficiency/Learning Plateaued and needs a kick Easy wins on the table  Customer satisfaction Mixed Trending down  Alignment Aggressively strong Some temporary challenges  Emergent outcomes No room at the moment Very brittle 
  16. 16. AGILE AUSTRALIA 2017 | 16 Laloux’s culture model
  17. 17. AGILE AUSTRALIA 2017 | 17 Click to edit Master title style Power Fear Chaos Command authority Division of labour Transactional work Red Hierarchy Stability Long term view Controls Process Formal roles Amber Competition Profits Objectives Innovation Accountability Meritocracy Orange Shared Values Delight customers Engaged staff Stakeholder balance Culture over strategy Empowerment Green Higher purpose Distributed decision making Anti-fragile Wholeness Self management Evolutionary purpose Teal Laloux’s model
  18. 18. AGILE AUSTRALIA 2017 | 18 Click to edit Master title style Power Fear Chaos Command authority Division of labour Transactional work Red Hierarchy Stability Long term view Controls Process Formal roles Amber Competition Profits Objectives Innovation Accountability Meritocracy Orange Shared Values Delight customers Engaged staff Stakeholder Balance Culture over strategy Empowerment Green Higher purpose Distributed decision making Anti-fragile Wholeness Self management Evolutionary purpose Teal General performance
  19. 19. AGILE AUSTRALIA 2017 | 19 Click to edit Master title style Power Fear Chaos Command authority Division of labour Transactional work Red Hierarchy Stability Long term view Controls Process Formal roles Amber Competition Profits Objectives Innovation Accountability Meritocracy Orange Shared Values Delight customers Engaged staff Stakeholder balance Culture over strategy Empowerment Green Higher purpose Distributed decision making Anti-fragile Wholeness Self management Evolutionary purpose Teal Aspirations
  20. 20. AGILE AUSTRALIA 2017 | 20 We will continue to make compromises
  21. 21. AGILE AUSTRALIA 2017 | 21 We will make plenty more mistakes
  22. 22. AGILE AUSTRALIA 2017 | 22 Values bring it together and take us forward Purpose Culture Structure Systems
  23. 23. AGILE AUSTRALIA 2017 | 23

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