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Balancing the agile equation
The document discusses balancing agile processes and people. It begins with examining perceptions of agile and whether certain practices truly embody agile values and principles. It then discusses different approaches to scaling agile, such as through people, processes, or interactions. The document advocates for balancing both agile values and processes, noting that processes are easier to imitate while values are harder to embody. It also discusses predicting outcomes in complex environments and the importance of transparency, inspection, and adaptation. The document promotes teamwork and self-organizing teams as key to agile success.
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Balancing the agile equation
- 1. endava.com QUALITY. PRODUCTIVITY. INNOVATION. Balancingthe Agile Equation: 𝒑𝒆𝒐𝒑𝒍𝒆 × 𝒑𝒓𝒐𝒄𝒆𝒔𝒔 PMI Romania Chapter Meetup Cluj 13 Dec 2015 George Anghelache
- 2. A simple GoogleSearch Agile, how do we perceive it?
- 3. Because who canbeat Google on stats? PEOPLE are green, PROCESS is purple + MIDDLE PEOPLE are green, PROCESS is purple + MIDDLE
- 4. Here are thestats for that fist page PEOPLE are green, PROCESS is purple + MIDDLE 65% I am KING 23% 13% Are we forgetting something?
- 5. So What isAgile? between all those cycle circles and word clouds
- 6. Is this Agile? valuesand principles
- 7. Is this Agile? methodology,roles, ceremonies, artefacts
- 9. Let’s step itup Scaling via people. SoS
- 10. Let’s step itup Scaling via process. SAFe
- 11. Let’s step itup Scaling via interactions. LeSS
- 13. 13 13 Cargo Cult QUALITY. PRODUCTIVITY.INNOVATION.
- 14. Values are harderto embody Being Agile Doing Agile Process is easier to imitate we need both
- 15. 15 15 Predictions In AComplex Environment QUALITY. PRODUCTIVITY. INNOVATION. You are in charge of keeping a 20x40m room at a constant 22 Celsius degree temperature through the day. At the start of the day, 8:00 am, you have to set the heating, air conditioning, venting and blinds so that they will adjust themselves at the appropriate times to maintain this temperature throughout the day. Question: What variables will you take into account?
- 16. 16 16 It Is AComplex Situation QUALITY. PRODUCTIVITY. INNOVATION. Number of people in room Metabolism of each person Activity of each person Opening/closing of doors Weather: including sun, clouds and outside temperature Temperature of adjoining rooms Construction materials of the building
- 17. 17 17 There is aSimple Solution QUALITY. PRODUCTIVITY. INNOVATION. Variables can be ignored by using an empirical process: • Provide transparency to make sure the real temperature is inspected with a common understanding • Inspect the room temperature frequently • Adapt the systems that drives the temperature (heating and air cooling)
- 18. 18 18 Dave Snowden, Cynefinframework Cynefin /ˈkʌnɨvɪn/ is a Welsh word, which is commonly translated into English as 'habitat' or 'place’ The relationship between cause and effect is obvious to all • Repeating patterns and consistent events • Well establish known • Fact based management The relationship between cause and effect requires analysis or some other form of investigation and/ or the application of expert knowledge • More predictability than unpredictability • Fact-based management • Experts work out wrinkles The relationship between cause and effect can only be perceived in retrospect • More unpredictability than predictability • Emergent answers • Many competing ideas No relationship between cause and effect at system level • High Turbulence • Unknowable • Many decisions and not time QUALITY. PRODUCTIVITY. INNOVATION. PEOPLE are green, PROCESS is purple + MIDDLE what is the prevalent factor for success
- 19. 19 Take ideas outof the heads of the managers and into the hands of the workers • Production process is strictly studied, documented, and standardized • Every worker is trained to do only a small and specific part of the production workflow in the way that the engineer believed is the best Underlying principles • Workers are lazy • They don’t know the best way to do things • Intense managerial control is needed to obtain the desired results. • Reward productivity and punish those who deviated from the standard way of doing things QUALITY. PRODUCTIVITY. INNOVATION. Taylorism, was once the Scientific Answer Frederick W .Taylor - Scientific Management, 1910
- 20. 20 QUALITY. PRODUCTIVITY.INNOVATION. The Drucker’s knowledge worker • No separation between those who think and those who do • Creative problem solvers • Tell why & what to do, the how is always adaptable People build & bring the Process to live especially in the complicated and complex domains
- 21. 21 21 Agile Pillars Focus OpennessCommitment Courage Respect Value consistent work flow Adaptation Inspection Transparency collaborative working continuous improvement
- 22. 22 22 Teamwork The whole isgreater than the sum of its parts QUALITY. PRODUCTIVITY. INNOVATION.
- 23. 23 ”We hired rockstars& ninjas, but now the office is just filled with smashed guitars and corpses…” Ilan Goldstein • One Single Boat mentality ! • None of us is better than all of us! • With great power comes great responsibility. Self organized and empowered teams Attitude times Aptitude QUALITY. PRODUCTIVITY. INNOVATION.
- 24. 24 24 QUALITY. PRODUCTIVITY.INNOVATION. Welcome changing requirements Constant reflection and adaptation Sustainable development Progress means working software Self-organizing teams Customer satisfaction through early/continuous delivery Strive for technical excellence & good design Daily interactions between everyone Face-to-face conversation Deliver working software frequently Support motivated individuals Simplicity TeamApproachDelivery Individuals and interactions over Processes and tools Customer collaboration over Contract negotiation Working software over Comprehensive documentation Responding to change over Following a plan PEOPLE are green, PROCESS is purple + MIDDLE
- 25. endava.com QUALITY. PRODUCTIVITY. INNOVATION. Thankyou! George Anghelache Endava Group Head of Agile Delivery Partner george.anghel@gmail.com linkedin.com/in/georgea
Editor's Notes
- #16 Purpose: Explore how variables lead to complexity Encourage and amplify class participation. The trainer asks this question to the room and writes class answers on the flipchart. Lead the class participation through questions like does the number of windows influence, or People, etc Start with a problem from empirical context. Teams should try to find out these variables via open discussions.
- #17 Any time comes with some variables like the ones from this slide. After reading them we put focus on number of inputs – which is not fully defined. Non predictable is the conclusion of the exercise.
- #18 It may be solved by a simple solution and ignoring all variables. Read out the bullet point and emphasize the Italic words. GA: add example how transparency can be broken. Transparency – wet cloth over the thermostat Inspect – batteries run out Adapt – needs correct context – level of commitment: a glass room at the north pole = no win situation (no skills in the team…)
- #20 Please read: http://en.wikipedia.org/wiki/Scientific_management Mention the “industrial revolution” Maybe would be good to refine the content to summarize the Scientific Management. Source: http://www.mindtools.com/pages/article/newTMM_Taylor.htm Taylor's four principles are as follows: •Replace working by "rule of thumb," or simple habit and common sense, and instead use the scientific method to study work and determine the most efficient way to perform specific tasks. •Rather than simply assign workers to just any job, match workers to their jobs based on capability and motivation, and train them to work at maximum efficiency. •Monitor worker performance, and provide instructions and supervision to ensure that they're using the most efficient ways of working. •Allocate the work between managers and workers so that the managers spend their time planning and training, allowing the workers to perform their tasks efficiently. GA: no predefined solution and not lazy people Familiarize audience with Taylorism mgmt. basic idea and underplaying principles where this king of mgmt. led: deep differentiation of blue-collar and white-collar classes at the workplace other severe side effects: labor-versus-capital fight, strikes, unionism, micromanagement, de-motivation in the workplace, and de-humanitization of the workforce* Taylorism even caused the erosion of employment in developed economies via both offshoring and automation
- #21 In agile the focus is on cross functional - all the members of the team should think the solution together, all together should analyse the problem, the acceptance criteria's and propose the solution and work together to rich the common goal Peter F. Drucker- new “white-collar” workers. Skilled people are an organization’s most valuable resource Challenging problems to work at Unprecedented freedom to organize themselves Company they would be proud to work for The century-old carrot-and-stick motivational schemes started to tumble down http://alistair.cockburn.us/Taylorism+strikes+software+development