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201803 journey to agility floris quant
- 1. My agile journey Floris Quant
- 2. Outline Introduction – Current business challenge My journey to agility – Unleash the energy An agile mindset – What is important in agile? Agile / scrum in real live – 3 cases Wrapup
- 3. “We Are Not Living in an Era of Change, but in a Change of Era” Jan Rotmans
- 4. Business challenges Complexity of the world increases rapidly Meet ever increasing customer expectations Change your product mix rapidly to meet demand
- 5. How to survive in the digital era Leverage all available human (positive) Energy Get Commitment Empower people People make the difference!
- 7. Who am I? Floris Quant 42, married, living just below Amsterdam Two sons, 2 and 6
- 8. My life part 1, childhood
- 9. My life part 2, student …12 years…?!?
- 10. Career as we know it…
- 11. Career as we know it…
- 12. Career as we know it…
- 15. So, how to get more balance in your professional life?
- 16. The basis for more balance in life • Emphasis on basic human needs (maintaining relationships, health, …) • Be yourself, not only your professional self • Do work that gives you purpose
- 17. So Floris, you became a Zen master?
- 18. My life, part 3, grown up
- 19. My life, part 3, grown up • Studied econometrics • Worked in ICT since then • Maintenance • Consultancy • Project management • Information management
- 20. My life, part 3, grown up • Studied econometrics • Worked in ICT since then • Maintenance • Consultancy …. But then I read about Agile / Scrum, My Spark!
- 21. Agile mindset 2
- 22. But first…
- 25. Orange… vs. Teal organisation • Hierarchy (overhead) • Be the pro-active teamplayer (act) • Personal objectives / KPI’s / Profit (execute strategy of others) • Self steering teams (no overhead, emphasize on what is important for the customer) • Be yourself • Evolutionary purpose (determine the strategy together)
- 26. Orange… vs. Teal organisation • Hierarchy (overhead) • Be the pro-active teamplayer (act) • Personal objectives / KPI’s / Profit (execute strategy of others) • Self steering teams (no overhead, emphasize on what is important for the customer) • Be yourself • Evolutionary purpose (determine the strategy together)
- 27. …You were going to talk about agile, scrum and DevOps, right Floris?
- 28. Agile mindset 2
- 29. Agile manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan product
- 30. Must have for agile: human in the center! Create a safe environment Emphasis on what we humans are good at Focus on the customer
- 31. Must have for agile: human in the center! Communicatio n & feedback Short plan horizon Working physically together Trust & Transparancy Experiment, learn from mistakes Customer Value Relative sizing
- 32. Create a safe environment where you can be yourself, and do what you are good at
- 34. My take on agile: human in the center!
- 35. My take on agile: human in the center! Play together Share together Learn by doing.. Learn from mistakes! Work physically together Experiment, pilot, start building asap Focus on learning Make mistakes! Equality child
- 36. Agile / scrum in real life My experience with scrum 3
- 37. 3 cases with learnings Case 1 – iterative approach Case 2 – Scrum without agile Case 3 – Almost scrum
- 38. Icons to highlight improvement points Communicatio n & feedback Short plan horizon Working physically together Trust & Transparancy Experiment, learn from mistakes Customer Value Relative sizing
- 40. Facts Traditional project approach / waterfall, with iterative approach Most skilled key users / champions part of the project, but they did not represent the average users Change management process not in place
- 41. Results & learnings After x years and millions spend, software is discontinued Too little involvement of rest of the company Created solution did the job.. well.. ..but was not understood and accepted by normal users
- 42. Next steps Discontinue solution at all Rollback to previous chosen solution Keep what is familiar…
- 43. Case 2 scrum without agility
- 44. Facts One team, 2 teams, 5 teams, 3 teams, … Hierarchy within scrum organisation (chief PO, ‘IT lead’) Many offsite externals, different cultures Strict deadlines & scope Little involvement from business stakeholders in scrum approach Many disturbances in sprint Bugs… Eeehhh who likes to work on those…?!?!?!?
- 45. Results & learnings Hard to meet deadlines No commitment on target No scalable architecture (too many workarounds) Atmosphere in teams not optimal Bugs… Well… are bugs…. External coaching needed
- 46. Current situation & next steps Steady teams with a clear vision & mission Product Owner owner of product backlog (value & priority) User Stories clear (Ready), estimates ok, burn down chart used Stakeholders really involved in scrum approach
- 47. Current situation & next steps Steady teams with a clear vision & mission Product Owner owner of product backlog (value & priority) User Stories clear (Ready), estimates ok, burn down chart used Stakeholders really involved in scrum approach
- 49. Facts Scrum organisation.. Low hierarchy… Clear vision… Check! Check! Check!
- 50. Results & learnings Scrum works! Clearly defined sprints but… A release only every 8 weeks No agreement with stakeholders on who is responsbible for what Not always clear actions & follow up on retrospective
- 51. Next steps Continuous integration Automated testing More integration between Devs and Ops Even more PO – stakeholder alignment
- 52. DevOps
- 53. My learnings about pre DevOps… A separate bug fixing team does not work Low commitment, little alignment The less you release, the bigger the headaches Testing is always a bottleneck Or done too little, or it takes too much time
- 54. How to implement DevOps Step 1, implement an Agile mindset Step 2, implement a method like scrum and get it tweaked for your organisation Step 3, implement DevOps
- 55. Wrapup
- 56. Business challenges Complexity of the world increases rapidly Meet ever increasing customer expectations Change your product mix rapidly to meet demand
- 57. How to survive in the digital era Leverage all available human (positive) Energy Get Commitment Empower people People make the difference!
- 58. The ‘good’ life • Emphasis on basic human needs (maintaining relationships, health, …) • Be yourself, not only your professional self • Do work that gives you purpose
- 59. Teal organisation • Hierarchy • Be the pro-active teamplayer • Personal objectives / KPI’s / Profit • Self steering teams • Be yourself • Evolutionary purpose
- 60. Must have for agile: human in the center! Communicatio n & feedback Short plan horizon Working physically together Trust & Transparancy Experiment, learn from mistakes Customer Value Relative sizing
- 61. ‘It’s not about where you are, but where you want to go.’ Max Barenbrug
- 63. Bonus slides Typical alignment challenges
- 64. No power through hierarchy Command & Control Trust & Feedback Commitment!
- 65. Foresee the future – know what we really need Flexible requirements! Only high level scope / goal
- 66. Plan way ahead in detail High level planning for the long term Detailed planning for a couple of weeks ahead Operational team in the lead / highly involved
- 67. Understanding each other Start building asap Release / Demo often Keep your stakeholders closely involved Communication! Feedback!
Editor's Notes
- If fatigue, not because of previous speaker
- Sponze, I sucked up all information I could
- Why 12 years? I was somewhat reluctant to start my professional career
- Luckily, I got to read about an alternative
- Find balance in life
- Switched from maintenance: at parties everyone complaint about their laptop
- Hierarchy: top down to flat. From product centered to people centered