SlideShare a Scribd company logo
©Alistair Cockburn 2019
The Heart of Agile
Alistair Cockburn
http://HeartOfAgile.com
Collaborate
Improve Deliver
Reflect
©Alistair Cockburn 2019
2
What is Agile?
Ability to move & change direction,
quickly and with ease
©Alistair Cockburn 2019
3
Why do we care?
VUCA
Volatile
Uncertain
Complex
Ambiguous
©Alistair Cockburn 2019
4
NOT:
“Twice the work in half the time”
but
More value from less work.
©Alistair Cockburn 2019
5
What is the Heart of Agile ?
Collaborate – Deliver
Reflect – Improve
Brilliance in the Basics
©Alistair Cockburn 2019
6
What problem does the solve?
Agile frameworks are Complicated,
don’t apply widely
©Alistair Cockburn 2019
7
What’s the point?
A simpler
more powerful, more applicable
way to become more agile
… Not a framework, just a reminder …
©Alistair Cockburn 2019
8
Certified ScrumMaster Training has 104 LOs !
©Alistair Cockburn 2019
9
Shu – Ha – Ri : skills become more complicated
mastery
Complicatedness
Shu
Ha
Ri
XP
Scrum
XP
DSDM
Lean
Kanban
I can’t even
tell you
©Alistair Cockburn 2019
10
Kokoro (radical simplification) is another way to start
Kokoro
(learner)
Complicatedness
Shu
Ha
Ri
Kokoro
(wax-on, wax-off!)
“Brilliance in the basics”
mastery
©Alistair Cockburn 2019
11
Agile の 心
Heart of Agile
Collaborate
Improve Deliver
Reflect
©Alistair Cockburn 2019
12
The Heart expands into Details
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
©Alistair Cockburn 2019
13
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
The Heart expands into Details
Lean Production
Queue Management
Kanban
Business
Social
Technical
Cost
Web Analytics
Results
Early Revenue
Emotions
Future Focus
Emotional
Safety
Small changes
Limit
Changes
Skills
development
Guest LeadeshipListen
Politics
Silos
Collaboration Cards
Allow failure
Rewards
∆𝛅 Delta-delta
©Alistair Cockburn 2019
14
Collaborate
Improve Deliver
Reflect
Internal
Flow
Delivering Decisions using Lean Production
Lean Production
Queue Management
Kanban
©Alistair Cockburn 2019
15
What we deliver is Decisions
©Alistair Cockburn 2019
16
Design is like manufacturing, but
the internal Inventory are Unvalidated Decisions
I wish they’d decide
what style
they want!
Sponsors
TestersAnalysts
I wish they’d
decide what
functions they
want!
A decision made
by the user/sponsor
to be used by the
designer
I wish they’d decide
on the design
already!
I wish they’d think a
bit more carefully!
Implementors
Everything is
a decision!
Designers
©Alistair Cockburn 2019
17
Sponsors
Designers
Implementors
Testers
Analysts
Convert jams
Correct/ improve decisions asap, balance the flow
©Alistair Cockburn 2019
18
Correct/ improve decisions asap, balance the flow
Sponsors
Designers
Implementors
Testers
Analysts
to continuous flow.
©Alistair Cockburn 2019
19
Collaborate
Improve Deliver
Reflect
Deliver for
Learning
Deliver for Learning (“Pay to Learn”)
Business
Social
Technical
Cost
©Alistair Cockburn 2019
20
Delivers nearly
no knowledge
(or risk reduction)
Big-Bang Design is a late-learning strategy
time
Knowledge comes at
the “moment of truth”:
final integration.
cost
Growth of knowledge with
big-bang integration
©Alistair Cockburn 2019
21
Learn
&
Reduce risk
Better knowledge, less risk
Deliver for Learning: Learn Early, Learn Often
time
cost
Growth of knowledge with
early, continuous integration
Learning:
- Business
- Technical
- Social
- Cost / Schedule
©Alistair Cockburn 2019
22
Deliver for learning
©Alistair Cockburn 2019
23
Collaborate
Improve Deliver
Reflect
Collaboration
“Shu” level ways to improve collaboration
Collaboration
Cards
©Alistair Cockburn 2019
24
“Collaboration Cards” codify moments of collaboration
©Alistair Cockburn 2019
25
Collaboration at the Shu level
Collaboration
The Dance Of
Contribution
Lift
Others
Collaboration
The Dance Of
Contribution
Add Energy
Collaboration
The Dance Of
Contribution
INCREASE
SAFETY
Collaboration
The Dance Of
Contribution
Get Results
© Alistair Cockburn, 2008
://Alistair.Cockburn.us/Collaboration+Cards
By tone of voice and
gesture, place the other
person at your same level
or higher.
This includes self-
deprecating humor.
It does not mean
groveling.
Lower your relative
social position
People can usually tell if
you are being yourself or
acting. Being yourself
shows there is nothing to
be afraid of.
Try "being in the bar at
9pm with friends," quite
obviously relaxed and your
regular self. (This is not an
excuse to be crude.)
© Alistair Cockburn, 2008
http://Alistair.Cockburn.us/Collaboration+Cards
Be yourself
© Alistair Cockburn, 2008
://Alistair.Cockburn.us/Collaboration+Cards
Getting a result is
heartening.
Good facilitators often
generate a victory to help
encourage and bind the
group.
If the session is ending,
aim for a small goal, so
that the group can end
with a victory.
Get one result
Avoid being lethargic
yourself.
Body posture, muscle
tone, eye alertness, all
communicate your energy
level.
Even just sitting alert
contributes energy to the
room. Pay close attention
to the speaker, digest what
they say, ask a question.
© Alistair Cockburn, 2008
http://Alistair.Cockburn.us/Collaboration+Cards
Keep your energy
high!
©Alistair Cockburn 2019
26
Collaborate
Improve Deliver
Reflect
Trust
Culture
Trust and Ownership: Building a “pull” culture
Guest LeadeshipListen
Politics
Silos
Rewards
©Alistair Cockburn 2019
27
Increase trust & ownership. Everywhere.
Theory X
(controlling,
forcing)
Theory Y
(permitting,
choosing)autocratic
leadership
guest
leadership
©Alistair Cockburn 2019
28
Theory X a force model; Theory Y a choose model
Force / Push /
Controlling model
Workers are lazy
Management tells
Physical work
improves under stress
Choose / Pull /
Permitting model
Workers are motivated
Management shares direction,
Workers share insights.
Mental work gets
worse under stress
©Alistair Cockburn 2019
29
The assignment for managers:
Theory X above, Theory Y below
stockholders
Wall Street
Theory Y (choose,
permission, freedom)
Theory X (force,
control, dominate)
The push-to-pull
umbrella
autocratic
leadership
guest leadership
©Alistair Cockburn 2019
30
Experiment.
Small & safe
Nurturing culture
Sustainable pace
Collaborate
Improve Deliver
Reflect
Notice what is
already present
Reflect, Improve
Future Focus /
The miracle question
©Alistair Cockburn 2019
31
The “Delta-delta” method from Solutions Focus:
Improve only a small amount !
2. Where are you now?
1: What are your best hopes?
4: How can you get a tiny bit further?
3: What’s already working? Don’t worry about
this area at all!
💪
©Alistair Cockburn 2019
32
Future focused deltas
Gandhi: “Be the change you want to see in the world.”
Future-focus delta: “Notice what you want present.”
“When things are working well,
… a little-bit better
what I will notice is...”
List and notice what is already present!
©Alistair Cockburn 2019
33
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
Life is complicated. Periodically, make it simple
Lean Production
Queue Management
Kanban
Business
Social
Technical
Cost
Web Analytics
Results
Early Revenue
Emotions
Emotional
Safety
Small changes
Limit
Changes
Skills
development
Guest LeadeshipListen
Politics
Silos
Collaboration Cards
Allow failure
Rewards
Future Focus
∆𝛅 Delta-delta
©Alistair Cockburn 2019
34
Keep It Simple
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
©Alistair Cockburn 2019
35
Simple
Collaborate
Improve Deliver
Reflect
http://heartofagile.com

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Getting to the heart of agile by Alistair Cockburn

  • 1. ©Alistair Cockburn 2019 The Heart of Agile Alistair Cockburn http://HeartOfAgile.com Collaborate Improve Deliver Reflect
  • 2. ©Alistair Cockburn 2019 2 What is Agile? Ability to move & change direction, quickly and with ease
  • 3. ©Alistair Cockburn 2019 3 Why do we care? VUCA Volatile Uncertain Complex Ambiguous
  • 4. ©Alistair Cockburn 2019 4 NOT: “Twice the work in half the time” but More value from less work.
  • 5. ©Alistair Cockburn 2019 5 What is the Heart of Agile ? Collaborate – Deliver Reflect – Improve Brilliance in the Basics
  • 6. ©Alistair Cockburn 2019 6 What problem does the solve? Agile frameworks are Complicated, don’t apply widely
  • 7. ©Alistair Cockburn 2019 7 What’s the point? A simpler more powerful, more applicable way to become more agile … Not a framework, just a reminder …
  • 8. ©Alistair Cockburn 2019 8 Certified ScrumMaster Training has 104 LOs !
  • 9. ©Alistair Cockburn 2019 9 Shu – Ha – Ri : skills become more complicated mastery Complicatedness Shu Ha Ri XP Scrum XP DSDM Lean Kanban I can’t even tell you
  • 10. ©Alistair Cockburn 2019 10 Kokoro (radical simplification) is another way to start Kokoro (learner) Complicatedness Shu Ha Ri Kokoro (wax-on, wax-off!) “Brilliance in the basics” mastery
  • 11. ©Alistair Cockburn 2019 11 Agile の 心 Heart of Agile Collaborate Improve Deliver Reflect
  • 12. ©Alistair Cockburn 2019 12 The Heart expands into Details Collaborate Improve Deliver Reflect Collaboration Trust Internal Flow Deliver for Income Culture Deliver for Learning Examine Data Introspect Experiment Change
  • 13. ©Alistair Cockburn 2019 13 Collaborate Improve Deliver Reflect Collaboration Trust Internal Flow Deliver for Income Culture Deliver for Learning Examine Data Introspect Experiment Change The Heart expands into Details Lean Production Queue Management Kanban Business Social Technical Cost Web Analytics Results Early Revenue Emotions Future Focus Emotional Safety Small changes Limit Changes Skills development Guest LeadeshipListen Politics Silos Collaboration Cards Allow failure Rewards ∆𝛅 Delta-delta
  • 14. ©Alistair Cockburn 2019 14 Collaborate Improve Deliver Reflect Internal Flow Delivering Decisions using Lean Production Lean Production Queue Management Kanban
  • 15. ©Alistair Cockburn 2019 15 What we deliver is Decisions
  • 16. ©Alistair Cockburn 2019 16 Design is like manufacturing, but the internal Inventory are Unvalidated Decisions I wish they’d decide what style they want! Sponsors TestersAnalysts I wish they’d decide what functions they want! A decision made by the user/sponsor to be used by the designer I wish they’d decide on the design already! I wish they’d think a bit more carefully! Implementors Everything is a decision! Designers
  • 17. ©Alistair Cockburn 2019 17 Sponsors Designers Implementors Testers Analysts Convert jams Correct/ improve decisions asap, balance the flow
  • 18. ©Alistair Cockburn 2019 18 Correct/ improve decisions asap, balance the flow Sponsors Designers Implementors Testers Analysts to continuous flow.
  • 19. ©Alistair Cockburn 2019 19 Collaborate Improve Deliver Reflect Deliver for Learning Deliver for Learning (“Pay to Learn”) Business Social Technical Cost
  • 20. ©Alistair Cockburn 2019 20 Delivers nearly no knowledge (or risk reduction) Big-Bang Design is a late-learning strategy time Knowledge comes at the “moment of truth”: final integration. cost Growth of knowledge with big-bang integration
  • 21. ©Alistair Cockburn 2019 21 Learn & Reduce risk Better knowledge, less risk Deliver for Learning: Learn Early, Learn Often time cost Growth of knowledge with early, continuous integration Learning: - Business - Technical - Social - Cost / Schedule
  • 23. ©Alistair Cockburn 2019 23 Collaborate Improve Deliver Reflect Collaboration “Shu” level ways to improve collaboration Collaboration Cards
  • 24. ©Alistair Cockburn 2019 24 “Collaboration Cards” codify moments of collaboration
  • 25. ©Alistair Cockburn 2019 25 Collaboration at the Shu level Collaboration The Dance Of Contribution Lift Others Collaboration The Dance Of Contribution Add Energy Collaboration The Dance Of Contribution INCREASE SAFETY Collaboration The Dance Of Contribution Get Results © Alistair Cockburn, 2008 ://Alistair.Cockburn.us/Collaboration+Cards By tone of voice and gesture, place the other person at your same level or higher. This includes self- deprecating humor. It does not mean groveling. Lower your relative social position People can usually tell if you are being yourself or acting. Being yourself shows there is nothing to be afraid of. Try "being in the bar at 9pm with friends," quite obviously relaxed and your regular self. (This is not an excuse to be crude.) © Alistair Cockburn, 2008 http://Alistair.Cockburn.us/Collaboration+Cards Be yourself © Alistair Cockburn, 2008 ://Alistair.Cockburn.us/Collaboration+Cards Getting a result is heartening. Good facilitators often generate a victory to help encourage and bind the group. If the session is ending, aim for a small goal, so that the group can end with a victory. Get one result Avoid being lethargic yourself. Body posture, muscle tone, eye alertness, all communicate your energy level. Even just sitting alert contributes energy to the room. Pay close attention to the speaker, digest what they say, ask a question. © Alistair Cockburn, 2008 http://Alistair.Cockburn.us/Collaboration+Cards Keep your energy high!
  • 26. ©Alistair Cockburn 2019 26 Collaborate Improve Deliver Reflect Trust Culture Trust and Ownership: Building a “pull” culture Guest LeadeshipListen Politics Silos Rewards
  • 27. ©Alistair Cockburn 2019 27 Increase trust & ownership. Everywhere. Theory X (controlling, forcing) Theory Y (permitting, choosing)autocratic leadership guest leadership
  • 28. ©Alistair Cockburn 2019 28 Theory X a force model; Theory Y a choose model Force / Push / Controlling model Workers are lazy Management tells Physical work improves under stress Choose / Pull / Permitting model Workers are motivated Management shares direction, Workers share insights. Mental work gets worse under stress
  • 29. ©Alistair Cockburn 2019 29 The assignment for managers: Theory X above, Theory Y below stockholders Wall Street Theory Y (choose, permission, freedom) Theory X (force, control, dominate) The push-to-pull umbrella autocratic leadership guest leadership
  • 30. ©Alistair Cockburn 2019 30 Experiment. Small & safe Nurturing culture Sustainable pace Collaborate Improve Deliver Reflect Notice what is already present Reflect, Improve Future Focus / The miracle question
  • 31. ©Alistair Cockburn 2019 31 The “Delta-delta” method from Solutions Focus: Improve only a small amount ! 2. Where are you now? 1: What are your best hopes? 4: How can you get a tiny bit further? 3: What’s already working? Don’t worry about this area at all! 💪
  • 32. ©Alistair Cockburn 2019 32 Future focused deltas Gandhi: “Be the change you want to see in the world.” Future-focus delta: “Notice what you want present.” “When things are working well, … a little-bit better what I will notice is...” List and notice what is already present!
  • 33. ©Alistair Cockburn 2019 33 Collaborate Improve Deliver Reflect Collaboration Trust Internal Flow Deliver for Income Culture Deliver for Learning Examine Data Introspect Experiment Change Life is complicated. Periodically, make it simple Lean Production Queue Management Kanban Business Social Technical Cost Web Analytics Results Early Revenue Emotions Emotional Safety Small changes Limit Changes Skills development Guest LeadeshipListen Politics Silos Collaboration Cards Allow failure Rewards Future Focus ∆𝛅 Delta-delta
  • 34. ©Alistair Cockburn 2019 34 Keep It Simple Collaborate Improve Deliver Reflect Collaboration Trust Internal Flow Deliver for Income Culture Deliver for Learning Examine Data Introspect Experiment Change
  • 35. ©Alistair Cockburn 2019 35 Simple Collaborate Improve Deliver Reflect http://heartofagile.com