Agile culture and adoption survival guide
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Culture is critical for understanding how to succeed with Agile. We will explore culture and how Agile impacts organizations. In this session, you will learn the Schneider culture model and how it can be applied to make changes that align with your organization's culture. We will also explore Agile adoption and transformation approaches in the context of culture. Please contact me if you would like PPT.
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Learn how Agile is a Culture System and how you can work with it to get your business or organizational outcome.
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This document discusses how marketing is changing in the age of lean startups and agile development. It advocates adopting principles like rapid prototyping, minimum viable products, iterative development, and constant testing from these fields. This lean approach focuses on learning quickly from customers rather than big, pre-planned campaigns. It suggests agencies will need to change their processes to work this way, moving from complex waterfalls to self-organizing integrated teams that can quickly iterate. The results hoped for are more effective and lower-cost marketing experiences that continuously respond to and build loyalty with people.
Effective Daily Standups
The document discusses effective daily standups in Agile development. It defines standups as 15 minute meetings for teams developing product backlog items. The goals are to assess progress, plan next steps, and identify impediments. Key aspects covered include having standups at the same time and place each day, using a structured format to discuss work completed, upcoming work, and obstacles. The benefits are improved communication, coordination, and quick decision making.
From Scrum to Scrumban
This document summarizes John Peltier's experience transitioning from Scrum to Scrumban for product development. Some key points:
- Retrospectives revealed their team was taking on too many stories at once and planning was draining.
- They adopted elements of Kanban like just-in-time planning and work-in-progress limits, while keeping Scrum elements like iterations, standups, and retrospectives.
- This "Scrumban" approach resulted in a 20% increase in productivity and improved morale. It released more control to developers and relieved pressure on product managers serving as product owners.
The road to potential shippable increments
This document outlines a 6 step program for a Scrum team to start delivering shippable software increments. The steps include: 1) learning the improvement kata to better focus retrospectives, 2) focusing on quality by implementing a zero-bug policy, 3) identifying and addressing bottlenecks to improve workflow, 4) making bottlenecks visible using work-in-progress limits, 5) anticipating bottlenecks early using service level agreements, and 6) composing the sprint backlog strategically using service level agreements. Implementing these steps has helped the team deliver higher quality, bug-free software more accurately and consistently compared to a year earlier.
Agile basics and challenges (2016)
Briefing to educate project managers on two core Agile techniques - Scrum and Kanban. For those with Agile experience, it goes on to present a number of common challenges to successful Agile adoption and how to address those challenges.
Startup Life (UNB TME)
This document summarizes advice for starting, growing, and exiting a startup company. It discusses the importance of team composition, validating the business idea with customers, and bootstrapping the company through initial funding. When growing the company, it recommends balancing process with a startup culture and planning for expansion. Regarding exiting, it advises determining an exit strategy from the beginning, positioning the company attractively for acquisition, and hiring experienced advisors for negotiations. Key challenges addressed are persevering despite location and not giving up too early or too late on the business.
Building a-self-sufficient-team
Last year I presented a speech on how we were trying to solve some of Ideato’s organizational problems. This year I’ll talk about what we achieved and how, and in which direction we are going on.
This speech will focus on how we are trying to create a self-sufficient and self-organized team.
I’ll talk about what ideato is doing to get the most applying eXtreme Programming principles and values. This speech will focus on clients involvement and sustainable pace.
The Secrets of Agile Leaders at BU Agile Innovation Lab
The document summarizes a webinar on three secrets of agile leadership. It begins with housekeeping details for the webinar and then introduces the speaker, Peter Stevens. The webinar will cover what it means to be agile according to Steve Denning's three laws of agile organizations, and then reveal three secrets of agile leadership based on case studies of successful leaders. Attendees are encouraged to ask questions during the webinar.
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This document discusses reinventing organizations and moving towards more conscious and effective organizational cultures. It provides an overview of the Laloux culture model which plots organizational cultures on a scale from low to high effectiveness based on factors like consciousness, trust, and structure. Activities are suggested for participants to reflect on where their own organization currently sits on this model and what aspects could be improved. The document advocates for evolving organizational cultures by growing both consciousness among people and enabling structures, rather than following any specific blueprint. It emphasizes finding one's own path to positive change through inspiration, listening, choosing directions to move in, and applying learnings in a way that fits one's situation.
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These slides (from Agile Toronto 2015) describe how we may dare to create environments where Agile may flourish so we have Organizational Agility.
My message is really simple:
If you want Breakthrough Results
Cultivate Culture to
Create Places People Love to Work and
Start with Yourself.
Reinventing Organizations for Enterprise Agility
We present an alternative view to fitting agile into larger organisations. Inspired by Fred Laloux’ book “Reinventing Organisations”, we offer a coherent and comprehensive model for organizational development which encompasses the past and guides us into the future. Agile finds its place in these concepts, and becomes a means to move between the model’s stages.
As a leader in an organization on its agile journey, you’ll notice at various pain points that increasing agility struggles with existing organizational structures, governance systems and management expectations. We’ve understood for a while that the prevalent ways of how we run organizations are not compatible with Agile. We’ve tried to package Agile in a way that makes sense to people in organizations working the classical way.
Learn what’s new and essential about this model: the idea of organizational models developing with the evolution of human consciousness, progressing in clear stages. Now being a time where a new organisational model is emerging, and what that looks like. Learn how self-management, wholeness and evolutionary purpose shape organisations where agile will flourish and which agile can help bring about.
People over Process (Agile & Beyond)
"People over Process" slides that are about coming back to the heart of Agile: People!
Intro - People over Process.
Agile = Culture. Whole Agile.
Focus on People: Vulnerability, Authentic Connection, Safety & Trust (VAST)
People-centric organizations (Laloux Culture Model)
People-centric Change
Manager's journey
An insider’s account of a manager’s journey of cultural transformation. How our beliefs and assumptions radically shifted. How we found the courage to fully see what is there and accept it. Being vulnerable enough to speak our truth to allow new options to emerge. Developing the boldness to choose them.
This session is ideal for anyone working as or with managers in a traditional hierarchy and wanting to reinvent their organization.
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We present an alternative view to fitting Agile into larger organizations. Inspired by Fred Laloux' book "Reinventing Organizations", we offer a coherent and comprehensive model for organizational development which encompasses the past and guides us into the future. Agile finds its place in these concepts, and becomes a means to move between the model's stages.
As a leader in an organization on its agile journey, you'll notice that increasing agility struggles with existing organizational structures, governance systems and management expectations. We've understood for a while that the prevalent ways of how we run organizations are not compatible with Agile. We've tried to package Agile in a way that makes sense to people in organizations working the classical way.
Learn what's new and essential about this model: the idea of organizational models developing with the evolution of human consciousness, progressing in clear stages. Now being a time where a new organizational model is emerging, and what that looks like. Learn how self-management, wholeness and evolutionary purpose shape organizations where agile will flourish and which agile can help bring about.
Whole Agile - Unleashing People & Organizations
In order to fully unleash the potential of workers we need to augment Agile/Scrum with Valuing People and rewire Organizational Governance.
Valuing People is about building a place where the whole person is welcome. Where there is safety, trust and authentic connection.
Organizational Governance refers to the approaches we use to run organizations: organizational structure, planning & control, roles & titles, compensation, performance management, information access, leadership and power. It has been well understood that these typically impact Scrum significantly.
Scrum and Kanban - Getting the Most from Each
Scrum is the most popular Agile methodology with Kanban a growing second choice. Learn about the core parts of each one as well as how they differ so that you can find the best fit for your team or organizational context. For example, Scrum is great when you want to shake up the status quo and transform the way you work. Kanban is great when small changes are a better fit for the environment. Learn how they work and how you can use them in your environment.
People over Process
We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success.
Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success.
When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar.
Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people.
The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.
Transformation Case Study Highlights
Case study on a transformation of a 100 person department.
What I did (that made the difference):
1. Uncover what’s really going on
2. Share observations in a loving and caring way
3. Help people choose their own reality and destiny
How to fast with sticky notes
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Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
The document discusses common problems teams face when implementing Agile practices, such as long sprint planning meetings, boring daily standups, and unfinished user stories at the end of each sprint. It provides suggestions for how to address these issues, such as splitting large stories into smaller ones, focusing daily standups on planning for the day, and using retrospectives to understand why stories aren't finished and make improvements. The document emphasizes the importance of team culture and fit for successful Agile adoption.
My Agile suitcase
This document discusses Agile principles and practices for managing changing priorities and improving visibility, productivity, quality, and reducing risk. It emphasizes that most value comes from developing the right mindset and culture, not just practices. Culture provides the greatest leverage for change. Specific techniques mentioned include value stream mapping, innovation games, and strategic play to reveal patterns and encourage partnership, seeing people as valuable, courage, vulnerability, and continuous learning.
Play, Games and Gamification TPMA
Gamification is a hot topic. This talk goes back to the basics to talk about the psychology of play and how games can help business get great results.
The business case for agile transformation
There is a wide array of qualitative and quantitative research demonstrating the benefits of Agile. Unfortunately, this research does not disambiguate between the results from Agile Adoption of practices versus Agile Transformation to a new mindset and organizational culture. In this workshop, participants will learn the key differences between Adoption and Transformation as well as characterize the key benefits of each approach. Finally, participants will relate learnings to their current organizations.
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Play is a powerful tool for achieving business results. A common question is, how can I do this in my current work environment? The purpose of this talk is to orient you to a variety of different ways that you can introduce play to solve real-world problems. Whether you are a leader, coach, and even individual contributor, there are ways to amplify the workplace with play.
Welcome to a guided tour of the play landscape. This guided tour will help you navigate the different techniques with the space of games and play in order to see how they can help you. We will start our journey with ways to harness the power of play through games to do valuable work. Next stop is about using games for accelerated, deep learning. At the peak of the tour we visit the ways we can develop our play skills. The final stop on our tour is how to embedded play into our work contexts.
At the end of the tour you will have a map for exploring play and perhaps even a burning curiousity about some newly discovered places.
If you would like to re-use the the slides under creative commons licence, please contact me directly.
Innovation Games at Product Camp 2011
Session Slides for Product Camp Toronto 2011 on using Innovation Games to engage with Customers and Stakeholders to build innovative and valuable products.
Many thanks to Luke Hohmann at Innovation Games Company for sharing the slides.
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
Agile culture and adoption survival guide
- 2. About Michael STRATEGIC PLAY®
- 5. Quick Survey – What Agile Adoption Success have you seen? • 5 = Every time a success • ... • 0 = Every time a failure Photo CC http://www.flickr.com/photos/lindsey _catherine/5808320129
- 16. Kanban Principles (Anderson) First adopt the Then (use the 5 Core foundational principles Properties) • Start with what you do 1. Visualize the workflow now 2. Limit WIP • Agree to pursue 3. Manage Flow incremental, 4. Make Process Policies evolutionary change Explicit • Respect the current 5. Improve Collaboratively process, roles, (using models & the responsibilities & titles scientific method) http://agilemanagement.net/index.php/Blog/the_principles_of_the_kanban_method/
- 20. Kanban is Like an Oreo Cookie! Outside: Crunchy Control Inside: Sweet White Agile Goodness (collaboration, cultivation and craftsmanship)
- 21. Craftsmanship as a starting place
- 30. Agile Is Not Enough Agile Skills Project!
- 35. #2 Incubate Transformational Leadership Leaders go first! • Live the values • Lead by example • Seek to truly understand their culture • Be as transparent as the teams they lead See presentation: Agile From the Top Down: Executives & Leadership Living Agile by Jon Stahl http://www.slideshare.net/LeanDog/agile-from-the-top-down
- 36. #3 Build Transformational Leadership Team “We focus on improving leadership and team performance by helping people increase their ability to be situationally aware. This helps people increase the quality of their conversations and other relational interactions, which in turn improves flow.” http://growthpl.us
- 38. Transforming the World of Work
- 40. What’s your game plan? Open your notebook Write down: Biggest ah-ha moment Actions for next week
- 41. Resources • Videos, Blog Posts, Presentations – http://agilitrix.com/2011/04/agile-culture- series-reading-guide/ • InfoQ eBook Coming
- 42. Session Outline