How to get everything right... by doing everything wrong? (Andrea Tomasini, agile42)

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a critical view on business changes in our age, and the impact they are having on structures and organizations which were defined in another century and are not anymore suited for today purposes. Who has the courage to challenge those structure and fully embrace change and uncertainty? How can an agile approach help to better support those changes?

How to get everything right...
by doing everything wrong?

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s happening to our
Business?

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Time to Market
.5 years
13

3
m
on
th
s

1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

mo re &
Pro d ucts
co m plex
m ore

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

too slo w too too
exp en$ive
c om p le x

No more Mediocrity

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Customers can
change ...

... and they will!
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

ate
lu
eva
s
er vic es
st om ser
Cu our Cus
tom
oth ers
er c infl
ust uen
ome ce
rs

Customers are in
control of the business

Customer Capitalism
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What are we doing about it?

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Corporate

Individual
Hierarchy

Compliance
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

We change the
structure ...

... every 6-9 months
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

We expect
to gain
more

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Chaos
Dispirit
Demotivation
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Symptom ≠ Problem

Why?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

I am...

an ag er
?? ?M
EM EA n
por atio
Cor
Tr ade
ide
Wo rldw

... my position
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The Enemy is ...

... out there
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The
Illusion
to ...

... take
charge
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The
Fixation ...

... on events
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The Parable ...

... of the boiled frog
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The delusion
of ...

... learning
from experience
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The Myth of the
Management Team

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Mana!ment

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

ways been
It is al
th ere...

Immutable Truth
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

command &
control

hierarchy
impersonal
communications

competition through economies
of scale and cost reduction

w ork
nn ed
tly pla
t igh
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

cial &
So

Why? E
co
con
nd
om
i t io
ic
ns

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

“In the past, Man has been ﬁrst. In
future, the system must be ﬁrst”
(Frederick Taylor, The Principles of Scientiﬁc Management, 1911)

“The goal of the system is to make
individuals as predictable and
controllable as the capital assets
for which they are responsible”
(Harold Geneen ITT, 1965)

The System Has
Stopped
Delivering
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

knowledge

semi-skilled
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

orkforce
Co m mitted W
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

20th century 21st century

Customers take charge
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What we should do about it
instead!

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

sta rt
a NEW

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Br eak
e I ron
th
ang le!
Tri

rs

W
me

or
to

k
er
s
Cu

Organization s

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

De
lig
ht

on
s si
es s
c c a
S u P
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s the recipe?

1) Focus on Value, not
compliance!
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s the recipe?

2) Encourage and nurture
engagement
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s the recipe?

3) Work with Self-Organizing
Teams, so to use all the brain-
power you have available
instead of only 1 on 5!
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s the recipe?

4) Use empirical control, focus
on outcome not on output!
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s the recipe?

5) Use an iterative &
incremental approach to learn
as fast as possible
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What’s the recipe?

6) Understand it is a cultural
change... and it’s not about you
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Y ou!
h an k
T
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

More food for thought...

http://slideshare.net/tumma72
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The whole idea of ALM stems from the need to manage in an integrated manner the relationship between business processes and engineering processes. Attempting to integrate practices, information and tools for disciplines such as Requirement Engineering, Project Management, Configuration Management has long been a driver, with the important goal of achieving more transparency, and also more control. Centralization of information into a single authoritative repository moved many original ALM initiatives, but how does that fit with more modern Agile approaches? Is it really possible to have Agile ALM? What would we keep of ALM and what of Agile? Are ALM and Agile friends... or foes? This keynote will offer an agile and pragmatic perspective to Application Lifecycle Management, pinning down the needs, the trade-offs and the reasons to use, or not to use supporting tools

Agility and Compliance (Andrea Tomasini, agile42)

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Implementing agility in a strongly Regulated environment is sometimes a challenge. Many teams and company do find ways, but most of these are against the agile principles or are turning out to be big impediments. Mostly the problem being that from compliance authorities we get told HOW to do things and not WHAT they will measure to prove quality and compliance. Can we do better? Sure we can, transparency is the key...

Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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Keynote stop scaling... start growing an agile organization!

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Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.

How to grow your organization resilience and anti-fragility

Andrea Tomasini

Bringing agility to an organizational level requires a set of new skills and practices to emerge. While we have plenty of example on how agility can impact teams performance, by adopting well proven practices, there is still a lot of uncertainty in what to bring to an organizational level. Inspecting and adapting as an organization requires different structures and a more strategic approach, if we want to maximize the learning effect. Chaotic and uncontrolled experimentation and local adaptations can rapidly tear an organization apart. Focus on value and customers are important to set a common direction, but to roll out a shared strategy we need a solid and coherent cultural context, or the strategy will fail. Explicitly measuring and designing culture is a key enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change and enabling people to participate in creating rapid value, is the one thing that might save your company in the rough waters of today's market... Are you ready for the challenge?

The agile reading glasses: foundation principles and history being agile appr...

Andrea Tomasini

A quick journey through the foundation of agile and the history behind it. Starting from the process control theory, moving forward through iterative and incremental approach, and the pull principle. Moving on to the continuous improvement focus, stemming from the Lean Thinking and the work done by the fore runners of the Toyota Production System (TPS). Finally discussing how agile thinking can help establishing self-organization and focus on customer value, motivating both the workers and the clients, by establishing healthier short-feedback cycle, with collaboration focused on learning faster together.

Agile Embedded Software Development, what's wrong with it?

Andrea Tomasini

We are in 2014 and still someone is challenging the fact that you can't use an Agile approach to develop embedded systems, why? What's wrong with embedded software development? Well, there are somethings which makes it harder than needed: Dependencies with hardware releases, fixed delivery dates, inadequate software tools, limited adaptation possibility due to hardware costs... and yes, one more thing, really special: culture! We would like to focus this keynote in analyzing some example cases that include the “limitations” listed above and also give you some hints on how to solve them. Finally we will also attack the “culture” issue. This is especially important for companies which grew out of hardware development and do not have a solid culture that include software, and therefore are stuck with waterfall development process and a traditional view on professional barriers for their employees. These companies are usually the ones not understanding that the complexity for years gone away from pure hardware, and landed in integrated product development. Without more focus in increasing quality of the process and the techniques to build - especially mission critical - functionality, the cost of failure are going to be very high, as the amount of bugs exposed to the users will rise and the competition sharpens at the same time.

You might wonder why is not that easy to adopt agile engineering practices and achieve technical excellence. When we think at practices we tend to think at simple things: pinning on the fridge with a magnet the list of shopping items to buy, having a clear prioritised list of things to do, and work that in order… why is then that with Agile practices is not working that easy? What is that Teams are not getting right? Is it that we don’t have the right Software tools? Or we are not collocated? The Agile dilemma is: “To effectively apply practices, you need to understand the principle, to understand the principles you need to practice!”, simply… complicated!

Why self-organization might not work, and what has that to do with the compan...

Andrea Tomasini

On the way toward becoming more agile, we often stumble on issues which are sometimes simple in hindsight, but when we are at it, they seem impossible challenges. We might start with an agile team, probably following the Scrum framework and having quite some fun while learning and delivering more value with our colleagues. At a certain point though the expected “hyper productivity” that some folks in the agile world are talking about doesn’t seem to be something achievable at all, and we comfortably think, that must be just marketing, or even the effect of the Chinese Whispers. But if we reflect ourselves on it, and have the courage to look deep and understand why things aren’t going the way they should, we often come to learn a lot. Question such as: “By the way, why do we still have Team Leader in a self-organizing team?” or “What is the role of a Tech Lead in a Scrum team?” up to “Why are we still estimating and planning upfront if we are doing agile development?” inevitably pop up. Is it a trust issue? is it a cultural problem? or is it an organizational design issue? Maybe the answer, as many times happen in complex situation is a mixture or neither of those. Explore together with me what implications these dimensions have on the way teams will develop further or not develop. Also how do other companies around the world relate to this challenges, and maybe you can learn something from that…

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From a Product Vision to a running software... and back again, and agile coac...

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Eliciting Requirements and breaking them down into actionable tasks is a challenge that requires both creativity and a systematic and analytical approach. Applying agility to Requirement Engineering, means much more than focusing on full bandwidth communication instead of documentation... Discovering a more empirical approach to Requirement Engineering - an approach that allows you to focus systematically on what needs to be done, as well as allowing creative tension to emerge and find the simplest and more concrete solutions for your Requirements engineering

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Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an agile world, and discuss how to move from a handful of teams to many teams and many product lines.

Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...

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Agile organizations move work to dedicated teams, rather than move people to projects. In order to succeed, the Business Analyst needs to continually compare the value of different projects or work requirements to make sure that the teams are working on the most valuable items at any one time. But how can you compare new features that increase your profitability with platform migrations that increase your system stability or administrative features that reduce operational overhead? Where do BAs spend their time and how do stakeholders get their critical projects done? The Experience Canvas provides a one-page requirement definition that allows stakeholders to effectively discuss and estimate the value of each requirement. Using the Experience Canvas, we show how: Stakeholders can compare and contrast the value of very different requirements with very different objectives, Business Analysts can estimate return-on-investment using effort estimates from the team (investment) and value estimates from the stakeholders (return).

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Presented at PycCon 8, Florence 7 April 2017 – Remote working and “smart working” is very much in fashion these days, but what does it entail for the daily routing of a distributed development team? We will talk about tools, the disputed use of email, Skype, Slack but more specifically about time management, what you can expect from yourself and from other members of the remote team. Is your company “remote-friendly” or rather “remote-first”? When it’s time to spend a few days in physical proximity with your colleagues? We will share some examples out of the experience of a distributed team actively working with Python and Django on a daily basis, and show how you can make it all work, if you work on it.

Giving Teams the Roots to Grow and Wings to Fly

Dave Sharrock

We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change. We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time. Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition. The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.

Support self-organization

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Organic agilty

Andrea Tomasini

For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences. An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value. ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.

From agile to agility

Andrea Tomasini

Despite the Agile manifesto commitment to Individuals and interactions over processes and tools the reality too often degenerates into certification schemes focused on structured methods or even worse it degrades into tool implementation. Approaches assume a manufacturing model (the engineering metaphor) rather than a network of relationships between individuals (the biological metaphor). Requirements are fragmented, the bigger picture and wider opportunities are lost. Excessive focus on predetermined goals and KPIs fails to support continuous learning and adaptation through experimentation. In this presentation we will look at the next generation of organizational agility, creating real-time feedback loops, adaptive processes and fostering innovation - working out what is a minimal scaffolding or structure around which new and innovative applications can emerge.

Stop scaling... Start growing an Agile Organization!

Andrea Tomasini

Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different. Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for. In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally. The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms. The complexity of scaling agile in a large organization Fundamental principles on “growing” Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees) The principles are simple, but they must apply to the organization, not the product or the system architecture. The heartbeat of a growing organization.

Improve success of your organization

Andrea Tomasini

How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.

Great Agile Teams @ SDEC13, Winnipeg

Dave Sharrock

Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.

Lean Product Management @ SDEC13, Winnipeg

Dave Sharrock

The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.

The Anatomy of an Agile Organization

Andrea Tomasini

Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)

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Epic Budgeting - how agile teams meet deadines

Dave Sharrock

According to this year's State of Agile survey, the most common success measure for agile initiatives, at 53%, is on-time delivery. But if agile teams can choose how much work they take into a sprint, how can teams be sure of delivering pre-committed scope on time and on budget? There is more to agile delivery than product owners ordering a backlog of work for teams to work on. Epic budgeting is one tool that allows the product owner to steer a product across the line, delivering the expected scope on time by managing scope creep or an unsustainable focus on the perfect over the pragmatic. During this session learn about how product owners and their teams work towards a fixed date or budget by applying double loop learning to epic sizing and breakdown. Expect some tales from real companies and a few light hearted moments. And I'm at least 53% certain we will finish on time!

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Agile practices from a standing start

Dave Sharrock

We all know the engineering practices we should be using, and many teams I meet say that they have plans to start unit testing or test automation, ‘in the next 6 months’. But for a variety of reasons familiar to all of us, like time pressure and ever increasing demands from the customer, these worthy plans rarely come to pass. Using experiences from starting agile teams, I’ll throw out some proven strategies for getting a toe hold in adopting great agile practices, as well as looking at real examples from the audience and how we might accelerate the adoption of good practices.

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How to get everything right... by doing everything wrong? (Andrea Tomasini, agile42)

4. Time to Market .5 years 13 3 m on th s 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

8. ate lu eva s er vic es st om ser Cu our Cus tom oth ers er c infl ust uen ome ce rs Customers are in control of the business Customer Capitalism agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

15. I am... an ag er ?? ?M EM EA n por atio Cor Tr ade ide Wo rldw ... my position agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

24. command & control hierarchy impersonal communications competition through economies of scale and cost reduction w ork nn ed tly pla t igh agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

27. “In the past, Man has been first. In future, the system must be first” (Frederick Taylor, The Principles of Scientific Management, 1911) “The goal of the system is to make individuals as predictable and controllable as the capital assets for which they are responsible” (Harold Geneen ITT, 1965) The System Has Stopped Delivering agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

33. Br eak e I ron th ang le! Tri rs W me or to k er s Cu Organization s agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

37. What’s the recipe? 3) Work with Self-Organizing Teams, so to use all the brain- power you have available instead of only 1 on 5! agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

38. What’s the recipe? 4) Use empirical control, focus on outcome not on output! agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

39. What’s the recipe? 5) Use an iterative & incremental approach to learn as fast as possible agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

40. What’s the recipe? 6) Understand it is a cultural change... and it’s not about you agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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