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Agile Business
This document contains information about Rally Software and agile practices. It discusses how companies can become more agile, principles of lean agile leadership, and managing complexity in business. Key topics covered include embracing uncertainty, becoming a learning organization, and scaling agile collaboration.
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Agile Business
- 1. A Christmas Cracker! KarlScotland! kscotland@rallydev.com! @kjscotland! @RallySoftware! ! www.rallydev.com! ©2013!
- 2. Agile Business! A LeadersGuide to ! Harnessing Complexity! www.rallydev.com! ©2013!
- 3. What happened to thiscompany?! www.rallydev.com! ©2013!
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- 6. 1 2 www.rallydev.com! 4 iPhone App Released 5 3 MajorRecession 4 2 iPhone App SDK Released 3 1 iPhone Released Android w/ Nav Released 5 ©2013!
- 7. A lot can! happen in 1.5 years.! www.rallydev.com! ©2013!
- 8. Is your business Agileenough?!
- 9. Learning Organizations! where peoplecontinually expand their capacity to create the results they truly desire ! where people are learning how to learn together! ! Peter Senge, The Fifth Discipline! www.rallydev.com! ©2013 Rally Software Development Corp !
- 10. Humans are thelearning organisms par excellence. The drive to learn is as strong as the sex drive – it begins earlier and lasts longer.! Edward Hall, Anthropolgist
- 11. Today’s solution isto yesterday’s problem. Be ready to solve tomorrow’s problem.! www.rallydev.com! ©2013!
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- 15. Uncertainty! Firefighter! Entrepreneur! Take Action! Guess & Learn! Chaotic! Complex! Engineer!Bureaucrat! Analyze! Follow Rules! Complicated! Simple!
- 16. Uncertainty! Firefighter! Entrepreneur! Take Action! Guess & Learn! Chaotic! Complex! Engineer!Bureaucrat! Analyze! Follow Rules! Complicated! Simple!
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- 30. Align The WholeBusiness! www.rallydev.com! ©2013!
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- 32. X-Matrix! A3-X correlation correlation / contribution accountability departments strategies improvements rocks/deptinitiatives results Legend ! = " = ! = correlation CD Form 1-2 www.rallydev.com! strong correlation or team leader important correlation or core team member weak correlation or rotating team member correlation / contribution Hoshin Kanri for the Lean Enterprise © 2006 Thomas L. Jackson Page 1 ©2013!
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- 35. Scaling Agile Collaboration! Prepare– provide participants with all the instructions and materials they need to complete the work Prompt – Deliver a concise, clear question that stimulates the information gathering Gather – Guide participants in creating and gathering their responses through the particular information gathering process Process – Lead participants in using their information to formulate knowledge and actionable decisions www.rallydev.com! ©2013!
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- 37. Deming’s Red BeadExperiment! www.rallydev.com! http://www.flickr.com/photos/monville/7007512248/! ©2013!
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- 40. Principles of LeanAgile Leadership! 1. 2. 3. 4. 5. 6. Take an economic view of the full value chain Embrace the Agile Manifesto Develop people, not things Own the system of which you speak Decentralise control Unlock the intrinsic motivation of knowledge workers 7. Implement software development flow. Visualise work. Manage work in process. 8. Build high-performing teams www.rallydev.com! http://scaledagileframework.com/principles-of-leanagile-leadership/! ©2013!
- 41. “Leadership begins with the desireto serve.” Robert K. Greenleaf “The Servant as Leader “ 1970
- 42. “Servant leaders serve byleading and lead by serving.” Jean Tabaka, Rally
- 43. “Leadership is creating theenvironment for greatness in people to emerge.” Brad Smith, CEO Intuit
- 44. Key Practices ofServant Leaders! • Self-Awareness • Listening • Changing the pyramid • Developing your colleagues • Coaching not controlling • Unleashing the energy and intelligence of others • Foresight The Case for Servant Leadership, Kent Keith www.rallydev.com! ©2013!
- 45. The Leadership Gift! Responsibility- Owning your ability and power to create, chose and attract The Responsibility Process™ RESPONSIBILITY Quit Giving up to avoid the pain of Shame and Obligation OBLIGATION Obligation Doing what you have to instead of what you want to do SHAME JUSTIFY LAY BLAME DENIAL QUIT Shame Laying blame onto oneself (often felt as guilt) Justify Using excuses for things being the way they are Lay Blame Holding others at fault for causing something Denial Ignoring the existence of something christopherAVERY.com © 1991-2006 Christopher Avery & Bill McCarley . Responsibility Process Model and Responsibility Method are trademarks of Christopher Avery & Bill McCarley www.rallydev.com! http://www.christopheravery.com/responsibility-process! ©2013!
- 46. Is your business Agileenough?!
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- 51. Software Development PerformanceIndex Productivity = throughput Predictability = variability of throughput Responsiveness = time in process Quality = released defect density www.rallydev.com! http://www.rallydev.com/agilemetrics! ©2013!
- 52. What happened to thiscompany?! www.rallydev.com! ©2013!
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- 55. 1 Began Experimentation 2 $50M inNew Product Revenue 3 1800 Concurrent Experiments 1 www.rallydev.com! 2 3 ©2013!
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- 57. Go Agile. GoRally.! https://www.rallydev.com/careers/ www.rallydev.com! ©2013!