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Agility
Thessaloniki’s Agile & Lean meetup, 07/04/2017
Nikos Batsios, Agile Coach
2
MODERN
AGILE
www.modernagile.org
3
http://modernagile.org
4
Make People
Awesome
MAKE PEOPLE AWESOME
5
Consider your whole ecosystem, people who use,
buy, sell, fund, make your products or services
Understand and learn about their pains, what
hold them back, what aspire them
Make all these people awesome
2
TEAM AWESOMENESS @ KING
6
A common goal for our teams is to strive to be a
high-performance team that communicates and
collaborates well both within and outside the
team. In that spirit, we are testing a concept that
I call “Team Awesomeness”
Matti Klasson
Development People Lead @ King
2
TEAM AWESOMENESS @ SPOTIFY
72
– Henrik Kniberg & Kristian Lindwall, Sep 2014.
Awesome Cards - visualising
MAKING USERS AWESOME
82
Product development, engineering, marketing, user
experience, support, everyone is a key player in the game
of building great and sustainable products and services that
rely on helping users to have deeper, richer experiences.
Not just in the moments while they’re using them but, more
importantly, in the moments when they aren’t.
The goal is to craft a strategy for creating successful users.
Making your customers awesome and they will tend to be
your natural promoters.
9
Make Safety a
Prerequisite
MAKE SAFETY A PREREQUISITE
10
Safety is a basic human need and a key to
unlocking high performance.
Making safety a prerequisite requires making
your collaborations, products and services safe.
Protect people’s time, money, health,
information, reputation and relationships.
2
112
122
“People aren’t afraid of failure,
they’re afraid of blame.”
Seth Godin
132
“If you have a culture of fear
none of your fancy practices
or processes will help you”
BLAMELESS PROBLEM SOLVING
14
“Making mistakes is an inevitable byproduct of doing innovative
work. But at Etsy, we strive to create a blameless culture
where it’s safe not only to make mistakes, but to speak up
about them. After all, mistakes can be valuable and rich
sources of learning”
“Our intention is not just to learn from our mistakes, but also to
cultivate a mindset where everyone is continuously unearthing
new opportunities for improvement. We’re building scalable
internal processes, training more facilitators, and implementing
practices that encourage a healthy and just learning culture.”
2
15
Experiment &
Learn Rapidly
EXPERIMENT & LEARN RAPIDLY
16
Learn rapidly by experimenting frequently. Make
safe to fail ‘controlled’ experiments so you are
not afraid of failure.
Speed is key with this principle. Don’t wait long
periods of time before learning that something
isn’t working.
Experimenting & learning rapidly will help you to
achieve continuous improvement.
2
EXPERIMENTS @ AIRBNB
17
A responsibility for the Data team at Airbnb is
to scale the ability to make decisions using data
We democratize data access to empower all
employees to make data-informed decisions,
give everybody the ability to use experiments to
correctly measure the impact of their
decisions, and turn insights on user
preferences into data products that improve
the experience of using Airbnb
2
EXPERIMENTS @ AIRBNB
182
19
Deliver Value
Continuously
DELIVER VALUE CONTINUOUSLY
20
Deliver value continuously considers quality at
every level, continuous flow of valuable work and
continuous deployment in a safe way.
Delivering value even if you don’t have the
complete feature ready. This does not necessarily
mean releasing a product or feature to the
general public. Focus on delivering a half-baked
idea to “someone” to quickly receive feedback.
Focus on delivering value constantly
2
212
222
23
Make People
Awesome
Customer Collaboration Over
Contract Negotiation
Make Safety a
Prerequisite
Experiment &
Learn Rapidly
Deliver Value
Continuously
Individuals and Interactions
Over Processes and Tools
Responding to Change Over
Following a Plan
Working Software Over
Comprehensive Documentation
24
AGILE
FLUENCY
25
Focus on Value
Deliver Value
Optimize Value
Optimize for Systems
https://martinfowler.com/articles/agileFluency.html
26
PRACTICES
27
28
WHY AGILE
WHY AGILE?
29
The Digital Space is a highly
competitive market that requires
o Quick Business Feedback
o Flexibility to incorporate this
feedback
o High Performance to Reduce
Time to Market
2
DEMAND MANAGEMENT
30
Focus on functionalities and features
that really deliver value to users
2
31
WHAT
IS AGILE
WHAT IS AGILE
322
o Agile is not a way to implement Quick
and Dirty solutions
o Agile is Disciplined
o Requires close collaboration between
Business and IT
337
close
collaboration
flexibility to
accept changes
cross functional,
self managed,
stable teams
prioritization
based on value to
customers
visual
management
transparency simplicity
short iterations
regular
reflections
PARADIGM SHIFT
342
o From project oriented to product and value oriented
o From breaking teams after project delivery to create stable teams for a
long period of time
o From predictive approach and late feedback to adaptive approach and
continuous business and customers involvement
o From silos thinking to joint ownership and responsibility on a shared
product vision
35
CYNEFIN
36
37
38
39
40
REFERENCES
412
o ModernAgile
o Your Path through Agile Fluency
o The Cynefin MiniBook
o re:Work
o High Performance Team Coaching
o agilemanifesto.org
o Introduction to Agile (AXA Agile white book)
www.agileactors.com | www.linkedin.com/company/agile-actors/
Thank you!

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about agility

  • 1. Agility Thessaloniki’s Agile & Lean meetup, 07/04/2017 Nikos Batsios, Agile Coach
  • 5. MAKE PEOPLE AWESOME 5 Consider your whole ecosystem, people who use, buy, sell, fund, make your products or services Understand and learn about their pains, what hold them back, what aspire them Make all these people awesome 2
  • 6. TEAM AWESOMENESS @ KING 6 A common goal for our teams is to strive to be a high-performance team that communicates and collaborates well both within and outside the team. In that spirit, we are testing a concept that I call “Team Awesomeness” Matti Klasson Development People Lead @ King 2
  • 7. TEAM AWESOMENESS @ SPOTIFY 72 – Henrik Kniberg & Kristian Lindwall, Sep 2014. Awesome Cards - visualising
  • 8. MAKING USERS AWESOME 82 Product development, engineering, marketing, user experience, support, everyone is a key player in the game of building great and sustainable products and services that rely on helping users to have deeper, richer experiences. Not just in the moments while they’re using them but, more importantly, in the moments when they aren’t. The goal is to craft a strategy for creating successful users. Making your customers awesome and they will tend to be your natural promoters.
  • 10. MAKE SAFETY A PREREQUISITE 10 Safety is a basic human need and a key to unlocking high performance. Making safety a prerequisite requires making your collaborations, products and services safe. Protect people’s time, money, health, information, reputation and relationships. 2
  • 11. 112
  • 12. 122 “People aren’t afraid of failure, they’re afraid of blame.” Seth Godin
  • 13. 132 “If you have a culture of fear none of your fancy practices or processes will help you”
  • 14. BLAMELESS PROBLEM SOLVING 14 “Making mistakes is an inevitable byproduct of doing innovative work. But at Etsy, we strive to create a blameless culture where it’s safe not only to make mistakes, but to speak up about them. After all, mistakes can be valuable and rich sources of learning” “Our intention is not just to learn from our mistakes, but also to cultivate a mindset where everyone is continuously unearthing new opportunities for improvement. We’re building scalable internal processes, training more facilitators, and implementing practices that encourage a healthy and just learning culture.” 2
  • 16. EXPERIMENT & LEARN RAPIDLY 16 Learn rapidly by experimenting frequently. Make safe to fail ‘controlled’ experiments so you are not afraid of failure. Speed is key with this principle. Don’t wait long periods of time before learning that something isn’t working. Experimenting & learning rapidly will help you to achieve continuous improvement. 2
  • 17. EXPERIMENTS @ AIRBNB 17 A responsibility for the Data team at Airbnb is to scale the ability to make decisions using data We democratize data access to empower all employees to make data-informed decisions, give everybody the ability to use experiments to correctly measure the impact of their decisions, and turn insights on user preferences into data products that improve the experience of using Airbnb 2
  • 20. DELIVER VALUE CONTINUOUSLY 20 Deliver value continuously considers quality at every level, continuous flow of valuable work and continuous deployment in a safe way. Delivering value even if you don’t have the complete feature ready. This does not necessarily mean releasing a product or feature to the general public. Focus on delivering a half-baked idea to “someone” to quickly receive feedback. Focus on delivering value constantly 2
  • 21. 212
  • 22. 222
  • 23. 23 Make People Awesome Customer Collaboration Over Contract Negotiation Make Safety a Prerequisite Experiment & Learn Rapidly Deliver Value Continuously Individuals and Interactions Over Processes and Tools Responding to Change Over Following a Plan Working Software Over Comprehensive Documentation
  • 25. 25 Focus on Value Deliver Value Optimize Value Optimize for Systems https://martinfowler.com/articles/agileFluency.html
  • 27. 27
  • 29. WHY AGILE? 29 The Digital Space is a highly competitive market that requires o Quick Business Feedback o Flexibility to incorporate this feedback o High Performance to Reduce Time to Market 2
  • 30. DEMAND MANAGEMENT 30 Focus on functionalities and features that really deliver value to users 2
  • 32. WHAT IS AGILE 322 o Agile is not a way to implement Quick and Dirty solutions o Agile is Disciplined o Requires close collaboration between Business and IT
  • 33. 337 close collaboration flexibility to accept changes cross functional, self managed, stable teams prioritization based on value to customers visual management transparency simplicity short iterations regular reflections
  • 34. PARADIGM SHIFT 342 o From project oriented to product and value oriented o From breaking teams after project delivery to create stable teams for a long period of time o From predictive approach and late feedback to adaptive approach and continuous business and customers involvement o From silos thinking to joint ownership and responsibility on a shared product vision
  • 36. 36
  • 37. 37
  • 38. 38
  • 39. 39
  • 40. 40
  • 41. REFERENCES 412 o ModernAgile o Your Path through Agile Fluency o The Cynefin MiniBook o re:Work o High Performance Team Coaching o agilemanifesto.org o Introduction to Agile (AXA Agile white book)