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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
AGILE AUSTRALIA 2017 | 2
AGILE AUSTRALIA 2017 | 3
~35
Melbourne
~15
Bangalore
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
AGILE AUSTRALIA 2017 | 5
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?
AGILE AUSTRALIA 2017 | 7
Grow skills, then they become normal
An agile journey
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
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
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
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
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.
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 
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 
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 
AGILE AUSTRALIA 2017 | 16
Laloux’s
culture
model
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
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
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
AGILE AUSTRALIA 2017 | 20
We will continue to make compromises
AGILE AUSTRALIA 2017 | 21
We will
make
plenty
more
mistakes
AGILE AUSTRALIA 2017 | 22
Values bring
it together
and take us
forward
Purpose
Culture
Structure
Systems
AGILE AUSTRALIA 2017 | 23

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Craig brown agile australia v3

  • 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
  • 3. AGILE AUSTRALIA 2017 | 3 ~35 Melbourne ~15 Bangalore
  • 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
  • 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. AGILE AUSTRALIA 2017 | 7 Grow skills, then they become normal An agile journey
  • 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. 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. 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. 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. 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. 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. 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. 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. AGILE AUSTRALIA 2017 | 16 Laloux’s culture model
  • 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. 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. 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. AGILE AUSTRALIA 2017 | 20 We will continue to make compromises
  • 21. AGILE AUSTRALIA 2017 | 21 We will make plenty more mistakes
  • 22. AGILE AUSTRALIA 2017 | 22 Values bring it together and take us forward Purpose Culture Structure Systems