The document discusses the challenges of transitioning from a traditional management approach to an agile approach. It proposes that the minimum viable step is to focus on optimizing workflow by implementing pull scheduling and defining work items with clear completion criteria. This allows for self-organized teams with transparency and autonomy, addressing issues like silos and an illusion of control over projects.
Flow efficiency has 2 simple variables : Wait Time and Touch Time and is expressed as (Touch Time / (Wait Time + Touch Time) ...
Touch Time is when you work on an item. Wait Time is more complicated and comprises idle time, blocked time, feedback delay time etc.
Traditional Kanban boards - despite their claims - cannot properly track Flow Efficiency and lead to metrics that are embellished and not realistic.
TameFlow has a Kanban board design to help you tally and improve flow efficiency. The benefits are numerous and impact psychological flow as they engage knowledge workers emotionally to take specific action to account for Wait Time and Touch Time.
The Agile and Lean decision filters consider excessive WIP as a liability, not an asset. Interestingly, traditional kanban boards - with their excessive buffers to 'park' WIP - generate Wait Time.
Daniel Doiron
Agile - metodyki zwinne.
Spis treści:
1. Wstęp do metodyk zwinnych – manifest i zasady Agile.
2. Dostarczanie oparte na wartości – ocena, planowanie, dostarczanie, weryfikowanie i monitorowanie wartości.
3. Zaangażowanie interesariuszy – współpraca i komunikacja, przywództwo (rozdział w opracowaniu).
4. Wydajność zespołów – co to jest, od czego zależy i jak ją poprawiać.
5. Planowanie adaptacyjne – koncepcje planowania, estymacja, planowanie zwinne.
6. Problemy – jakość, wykrywanie, zapobieganie i rozwiązywanie problemów.
7. Ciągłe doskonalenie – retrospekcje i udoskonalanie procesów.
8. Opis najpopularniejszych metodyk – SCRUM.
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...GlobalSkillup
Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Flow efficiency has 2 simple variables : Wait Time and Touch Time and is expressed as (Touch Time / (Wait Time + Touch Time) ...
Touch Time is when you work on an item. Wait Time is more complicated and comprises idle time, blocked time, feedback delay time etc.
Traditional Kanban boards - despite their claims - cannot properly track Flow Efficiency and lead to metrics that are embellished and not realistic.
TameFlow has a Kanban board design to help you tally and improve flow efficiency. The benefits are numerous and impact psychological flow as they engage knowledge workers emotionally to take specific action to account for Wait Time and Touch Time.
The Agile and Lean decision filters consider excessive WIP as a liability, not an asset. Interestingly, traditional kanban boards - with their excessive buffers to 'park' WIP - generate Wait Time.
Daniel Doiron
Agile - metodyki zwinne.
Spis treści:
1. Wstęp do metodyk zwinnych – manifest i zasady Agile.
2. Dostarczanie oparte na wartości – ocena, planowanie, dostarczanie, weryfikowanie i monitorowanie wartości.
3. Zaangażowanie interesariuszy – współpraca i komunikacja, przywództwo (rozdział w opracowaniu).
4. Wydajność zespołów – co to jest, od czego zależy i jak ją poprawiać.
5. Planowanie adaptacyjne – koncepcje planowania, estymacja, planowanie zwinne.
6. Problemy – jakość, wykrywanie, zapobieganie i rozwiązywanie problemów.
7. Ciągłe doskonalenie – retrospekcje i udoskonalanie procesów.
8. Opis najpopularniejszych metodyk – SCRUM.
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...GlobalSkillup
Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This is a template for a slide deck I use to guide/facilitate my Scrum Teams through Sprint Review (Demo and Retrospective) and Sprint Planning sessions.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Petit-Déjeuner : Charlie et la Digital FactoryOCTO Technology
La Digital Factory s'impose de plus en plus comme une réponse pro forma à la crise d’inventivité qui frappe les entreprises établies voulant exécuter leur stratégie digitale à l’échelle.
Comme tout concept en vogue, la tentation est grande de voir la Digital Factory comme l'instrument magique de la transformation digitale. Nous vous proposons de venir découvrir, comme les gagnants de la loterie de Willy Wonka, l'envers du décor d'une Digital Factory, la vision d'OCTO, que nous résumons en une phrase : transformer des gens et des idées à l'entrée, en équipes et en produits qui déchirent à la sortie.
Lors de ce petit-déjeuner, ont étés les questions majeures à se poser pour créer ou redéfinir sa Digital Factory :
Comment appliquer les méthodologies du lean startup pour construire sa Digital Factory comme un produit ?
Comment la Digital Factory peut permettre de radicalement améliorer son time to market, et de restaurer l'attractivité de son entreprisepour les talents d’aujourd’hui ?
Quel socle de compétences, quels processus et quels investissements sont nécessaires à mettre en place pour opérer sa Digital Factory à l'échelle ?
Comment articuler la Digital Factory et le cycle de vie des produitsavec le reste de l'entreprise ?
La CNAM est venue partager son retour après deux ans d'expérience de sa Digital Factory : les problématiques et facteurs de succès sur chaque étape de la mise en place de cette structure (expérimentation, création, expansion et consolidation)
Ce petit-déjeuner s'adressait aux dirigeants, managers, responsables produit, acteurs du digital au quotidien dans les métiers ou dans la DSI.
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
Failing @ Scaling: Don't Panic, and Carry a Towel - Agile2016Em Campbell-Pretty
Presented at Agile 2016.
Struggling with agile at scale? Thinking about scaling agile beyond the team? Want to learn from others mistakes? Well don’t panic, and carry a towel. After all “any man who can hitch the length and breadth of the Galaxy, rough it, slum it, struggle against terrible odds, win through and still know where his towel is , is clearly a man to be reckoned with.”
There is a lot to be learnt from those who have successfully Hitchhiked their way to the galaxy of Scaled Agile, but there is also much to learn from those who have gotten a little lost upon the way. This session celebrates the scaled agile hitchhiker, the people who tried and failed, with ideas that were occasionally brilliant but often plain stupid. You will laugh, you will cry but you will also walk away will a nice long list of ideas not to try when scaling agile!
Learning Outcomes:
- 7 failure patterns in scaling agile
- An understanding of why these patterns lead to less than optimal results
- Tips on how to avoid falling into these failure patterns
Presentation given at Agile 2015 in Washington D.C.
Is working with middle management the bane of your existence? Is middle management preventing progress with your agile adoption? Are the teams you are coaching being stifled by middle management? Or are you a middle manager trapped in the system struggling to break out and make a difference for your organisation? If you answered yes to any of the above questions then this session is for you!
Middle management, also known as the "frozen middle", are often bemoaned as blockers to progress. It never fails to amaze me how often a conversation in a room full of agile coaches will turn to the topic of “what to do about middle management”. Frequently the solutions I hear proposed are along the lines of “work around them” or “get rid of them”. In this session we will explore a different approach. Instead of removing middle management from the picture, how can we harness their energy to lead rather than hinder an agile transition?
In this interactive presentation, Em will share with you what it is like to be part of middle management, help you tap into your empathy by putting yourself in the shoes of middle management and provide you with numerous proven techniques to help managers at any level (frozen or otherwise!) accelerate their transition into agile leaders.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This is a template for a slide deck I use to guide/facilitate my Scrum Teams through Sprint Review (Demo and Retrospective) and Sprint Planning sessions.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Petit-Déjeuner : Charlie et la Digital FactoryOCTO Technology
La Digital Factory s'impose de plus en plus comme une réponse pro forma à la crise d’inventivité qui frappe les entreprises établies voulant exécuter leur stratégie digitale à l’échelle.
Comme tout concept en vogue, la tentation est grande de voir la Digital Factory comme l'instrument magique de la transformation digitale. Nous vous proposons de venir découvrir, comme les gagnants de la loterie de Willy Wonka, l'envers du décor d'une Digital Factory, la vision d'OCTO, que nous résumons en une phrase : transformer des gens et des idées à l'entrée, en équipes et en produits qui déchirent à la sortie.
Lors de ce petit-déjeuner, ont étés les questions majeures à se poser pour créer ou redéfinir sa Digital Factory :
Comment appliquer les méthodologies du lean startup pour construire sa Digital Factory comme un produit ?
Comment la Digital Factory peut permettre de radicalement améliorer son time to market, et de restaurer l'attractivité de son entreprisepour les talents d’aujourd’hui ?
Quel socle de compétences, quels processus et quels investissements sont nécessaires à mettre en place pour opérer sa Digital Factory à l'échelle ?
Comment articuler la Digital Factory et le cycle de vie des produitsavec le reste de l'entreprise ?
La CNAM est venue partager son retour après deux ans d'expérience de sa Digital Factory : les problématiques et facteurs de succès sur chaque étape de la mise en place de cette structure (expérimentation, création, expansion et consolidation)
Ce petit-déjeuner s'adressait aux dirigeants, managers, responsables produit, acteurs du digital au quotidien dans les métiers ou dans la DSI.
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
Failing @ Scaling: Don't Panic, and Carry a Towel - Agile2016Em Campbell-Pretty
Presented at Agile 2016.
Struggling with agile at scale? Thinking about scaling agile beyond the team? Want to learn from others mistakes? Well don’t panic, and carry a towel. After all “any man who can hitch the length and breadth of the Galaxy, rough it, slum it, struggle against terrible odds, win through and still know where his towel is , is clearly a man to be reckoned with.”
There is a lot to be learnt from those who have successfully Hitchhiked their way to the galaxy of Scaled Agile, but there is also much to learn from those who have gotten a little lost upon the way. This session celebrates the scaled agile hitchhiker, the people who tried and failed, with ideas that were occasionally brilliant but often plain stupid. You will laugh, you will cry but you will also walk away will a nice long list of ideas not to try when scaling agile!
Learning Outcomes:
- 7 failure patterns in scaling agile
- An understanding of why these patterns lead to less than optimal results
- Tips on how to avoid falling into these failure patterns
Presentation given at Agile 2015 in Washington D.C.
Is working with middle management the bane of your existence? Is middle management preventing progress with your agile adoption? Are the teams you are coaching being stifled by middle management? Or are you a middle manager trapped in the system struggling to break out and make a difference for your organisation? If you answered yes to any of the above questions then this session is for you!
Middle management, also known as the "frozen middle", are often bemoaned as blockers to progress. It never fails to amaze me how often a conversation in a room full of agile coaches will turn to the topic of “what to do about middle management”. Frequently the solutions I hear proposed are along the lines of “work around them” or “get rid of them”. In this session we will explore a different approach. Instead of removing middle management from the picture, how can we harness their energy to lead rather than hinder an agile transition?
In this interactive presentation, Em will share with you what it is like to be part of middle management, help you tap into your empathy by putting yourself in the shoes of middle management and provide you with numerous proven techniques to help managers at any level (frozen or otherwise!) accelerate their transition into agile leaders.
Creating Agile Tribes: The secret to succeeding with Agile @ ScaleEm Campbell-Pretty
Program teams and departments will naturally form tribes, its human nature. It is the culture of the tribe that dictates its effectiveness. So, how do you move beyond a positive culture within a specific agile team to creating an entire program or department that people want to be a part of?
When we launch agile programs, we tend to teach our teams about the methodology, how their roles will change and how we expect them to be collaborative. What is often forgotten is the need to help these large program teams bond, foster their sense of belonging, shape their values and instil respect for one another. Successful Agile at Scale requires explicitly creating and sustaining these attributes, building a culture beyond team’s individual identity to create a sense of tribal unity.
Presented at RallyON in Washington, D.C, June 2014.
How can we harness the energy of Middle Management (aka the Frozen Middle) to lead, rather than hinder, an agile transition?
Learning Objectives:
Attendees will be able to:
use empathy mapping to put themselves in the shoes of middle
management
appreciate that middle managers can feel trapped in an organization
undergoing an agile transformation understand the
support middle managers in understanding their role in agile world
apply new techniques to educating middle management on lean and agile
help middle managers "learn to see"
inspire middle managers to change
appreciate that middle managers are people too
Presented at the Global Scrum Gathering® Orlando 2016
Thawing the Frozen Middle: The role of Managers in organisations using ScrumEm Campbell-Pretty
Many enterprise Agile adoptions begin with a CIO on a stage announcing a Call to Agility. Coaches are engaged, teams respond enthusiastically and the executives eagerly await the promised benefits. When reality hits and things aren’t changing fast enough, the finger pointing starts, and more often than not the frozen middle are caught in the crossfire.
To add insult to injury, when an organisation introduces Scrum, middle management is often left wondering what their role is and how can they contribute? Many Agilists have suggested we should get rid of them. In my view, you need to embrace them as they do have a role to play, and an important one at that.
In this session, we will explore techniques for harnessing the energy of managers at any level: frozen or otherwise! We will help them accelerate their journey towards becoming agile leaders.
The presentation was given at Scrum Australia on 29th April 20166.
How a Business Executive Led the Implementation of Agile, Lean & CI/CDEm Campbell-Pretty
Presentation from Enterprise DevoOps Summit in San Francisco - October 2014
Set in the context of an Enterprise Data Warehouse, this session will tell the story of how a scaled agile adoption created the case for change and subsequent implementation of CI/CD. This tale from the trenches will provide insights into both the mistakes made along the way and the ideas that made all the difference, in completely transforming the delivery capability of the organisation.
Bringing Execs to the Collaboration Table with Impact MappingEm Campbell-Pretty
Presentation to 10Stories Meetup in Melbourne on 22nd May 2014.
When scaling agile within the enterprise, managing the competing priorities of senior stakeholders is often a challenge. Each stakeholder has their own agenda and determining the right thing for the organisation can be near impossible.
The thought of using many of our classic “agile facilitation techniques” with a room full of executives is enough to send many running for the hills. But the reality is, in the enterprise we need tools that inspire a collaborative mindset at all levels - it’s just not enough for the “teams to work differently”
Impact Mapping is a facilitation technique that brings technologists and senior stakeholders together to meaningfully to explore options. It exposes assumptions and helps shape a path from "We want everything" to "We want to to make these impacts in this order" avoiding the trap of "solutions looking for problems”. Impact Maps visualise “delivery scope in a way that is easy to evolve, reprioritise, grow and shrink as necessary to react to changed market opportunities or new knowledge.” (Gojko Adzic)
In particular, it engages the real decision makers in a collaborative style in short workshops that shape the path, providing the direction and validation required to then transition into the more low-level story based inception work.
In this session Em Campbell-Pretty and Mark Richards from Context Matters will provide an overview of how to create an Impact Map, share some real world examples of how impact mapping has helped support the delivery of software products and provide an opportunity for the audience to start using the tool!
Imagine inheriting the job leading the "business as usual" change program for Westpac's new online banking platform. Your challenge, should you choose to accept it (like you have a choice), is to “turn it Agile”. You are “gifted” a SAFe Program Consultant, not that you know what that is. So you tell them of your predicament and ask if Agile will help.
As one would expect, the Agile consultant can see the path to agility. However, the recommended approach seems somewhat unconventional. A one-week immersion program that will transform the waterfall machine into an Agile Release Train!
Tune into this session to learn how one of Australia’s largest banks adopted Agile on a mission critical application overnight.
Attendees at this session will learn the benefits and pitfalls of using SAFe’s notorious Quick Start approach to implementing Agile, and the facts about what it really takes to “Quick Start” an Agile Release Train.
From Teams to Tribes: Creating a one team culture - #DOES15Em Campbell-Pretty
“Birds flock, fish school, people “tribe”.” – David Logan
People naturally form tribes. It is just what we do. However, not all tribes are equally effective. Just like with regular teams it is the culture of the tribe that dictates its effectiveness. When it comes to succeeding with DevOps in the enterprise context it is necessary to think beyond the individual development and operations teams to all the teams involved in enhancing and maintaining the value stream, the entire tribe. When we launch DevOps initiatives we can get so focused on improving technical practices and how individual roles will change that we can easily forget to help the teams involved bond, foster a sense of belonging, shape their values and instil respect for one another. Succeeding with DevOps in the enterprise context requires explicitly creating and sustaining these attributes, building a culture beyond team’s individual identity to create a sense of tribal unity. In this session, Em will share with you her experiences and proven techniques for helping teams become effective and unified tribes.
Presented at the DevOps Enterprise Summit, 19th October 2015.
You can access a video of the presentation at: http://bit.ly/DOES15_Tribes
Struggling with Agile at scale? Thinking about scaling Agile beyond the team? Want to learn from others’ mistakes? Well don’t panic, and carry a towel. After all, “any man who can hitch the length and breadth of the Galaxy, rough it, slum it, struggle against terrible odds, win through and still know where his towel is, is clearly a man to be reckoned with.”
There is a lot to be learnt from those who have successfully hitchhiked their way to the galaxy of Scaled Agile, but there is also much to learn from those who have gotten a little lost upon the way. This session celebrates the scaled Agile hitchhiker, the people who tried and failed, with ideas that were occasionally brilliant but often plain stupid. You will laugh, you will cry but you will also walk away will a nice long list of ideas not to try when scaling Agile!
Presentation given at Agile 2014.
Are you working with multiple agile teams on a single software application? Are you looking for help with making agile work for you at the program level? Have you considered leveraging the Scaled Agile Framework (SAFe) but been scared off by its prescriptive nature? Are you confused about how program level SAFe applies in your context?
Every organisation is different and what works for one organisation may not work for another. One of the benefits of a framework, is that they can and should be adapted to your context. Based on learnings derived from practical experience, this session will illustrate how focusing on values and principles over practice and processes, can help you design a pragmatic approach to program level SAFe suitable for your unique situation.
By contrasting principles and practises this session will:
* draw out the principles behind SAFe and the standard SAFe practises that apply to them,
* show how practises from other scaling models align to SAFe principles and compliment program level SAFe; and,
* share real word examples of how adapting SAFe practises, while remaining aligned to the principles, can help you create a working model applicable to your program
Impact Mapping: Making an Impact over Shipping SoftwareEm Campbell-Pretty
Are you lost in a sea of business requirements? Are you struggling to articulate the business value of your technology project? Do your user stories lack context? Is there a lack of alignment between your delivery teams and business stakeholders? If you answered yes to one or more of these questions then this session is for you!
Impact Mapping is a facilitation technique that brings technologists and senior stakeholders together meaningfully to explore options. It exposes assumptions and helps shape a path from “We want everything” to “We want to to make these impacts in this order” avoiding the trap of solutions looking for problems.
This session provides an overview of how to create an Impact Map, share some real world examples of how impact mapping has helped support the delivery of software products and even provide an opportunity for you to start using the tool!
Presented at Agile Australia 2014.
You can access a video of the presentation at: http://bit.ly/ImpactMapping_InfoQ
What words come to mind when you think about Lean? Toyota? Six Sigma? Manufacturing? Waste? What about Leadership? Does that factor in your thinking? Leadership is often depicted as the foundation of lean, but what does this mean in practise? Is there a place for Lean Leadership in IT? There absolutely is.
In this session we will explore what it means to be a Lean Leader and the role of Leadership in supporting the house of Lean. This presentation extends well beyond theory, peppered with numerous practical real world examples of how Lean Leadership has been applied in IT. Attendees will leave this session armed with proven tools and techniques the help them on their journey to Lean Leadership.
Presented at itSMF Australia Service Management Conference 2016
“We have diluted the meaning of leadership to such a profound degree that it’s become just another label. But LEADERSHIP is not that easy, so we con ourselves into believing that the WORD is the same as the ACTION.” - Steve Farber
Do you live in a world of pretenders? So called leaders that say one thing and do another?
Do you dream of being a different type of leader? Perhaps a great leader? Perhaps a leader who has an impact on the world?
Are you prepared to take a radical LEAP into a different approach to Leadership?
In this session we will explore the Extreme Leadership Framework from Steve Farber's book The Radical Leap and learn how to put the meaning back into the word leadership. Be prepared to step outside your comfort zone, face your fear and change the world!
Additional Info:
This is a 90 minute workshop based on material I learnt when I attended the Extreme Leadership workshop with Steve Farber in San Diego earlier this year. I want to share Extreme Leadership with that agile community as I believe it is an approach that is highly aligned with agile values. It is also an approach that can be applied by anyone,
The Magic Carpet Ride - A business perspective on DevopsEm Campbell-Pretty
Presentation given at Agile 2015 in Washington D.C.
Having problems convincing your stakeholders to try DevOps? Confused about how DevOps can work at scale? Or even just wondering where to start with DevOps? Don’t worry you aren’t the only one!
Imagine being the business owner of an application that was the complete antithesis of Continuous Delivery i.e. no delivery ever! Ok that might be a slight exaggeration. Let’s just say the realisation of benefits from projects developed on this application were few and far between.
You are presented with Agile - a silver bullet - and you wait, and you wait and you wait, but the magic doesn’t happen. Eventually someone starts a conversation about “agile technical practices”, finally you know the spell to cast to make the magic carpet fly, or so you would think…..
If you want to hear the rest of the story you will just have attend this session. Set in the context of an Enterprise Data Warehouse, this session will tell the story of how a scaled agile adoption created the case for change and subsequent implementation of DevOps practices. This tale from the trenches will provide insights into both the mistakes made along the way and the ideas that made all the difference, in completely transforming the delivery capability of the organisation.
LKCE15 - The Magic Carpet Ride: A business perspective on DevOpsEm Campbell-Pretty
Having problems convincing your stakeholders to try DevOps? Confused about how DevOps can work at scale? Or even just wondering where to start with DevOps? Don’t worry you aren’t the only one!
Imagine being the business owner of an application that was the complete antithesis of Continuous Delivery i.e. no delivery ever! Ok, that might be a slight exaggeration. Let’s just say the realisation of benefits from projects developed on this application were few and far between.
You are presented with Agile - a silver bullet - and you wait, and you wait and you wait, but the magic doesn’t happen. Eventually someone starts a conversation about “agile technical practises”, finally you know the spell to cast to make the magic carpet fly, or so you would think…..
If you want to hear the rest of the story you will just have to attend this session. Set in the context of an Enterprise Data Warehouse, this session will tell the story of how a scaled agile adoption created the case for change and subsequent implementation of DevOps practices. This tale from the trenches will provide insights into both the mistakes made along the way and the ideas that made all the difference, in completely transforming the delivery capability of the organisation.
Presented at Lean Kanban Central Europe in Munich, November 2015.
Scaling Agile Data Warehousing with the Scaled Agile Framework (SAFe)Em Campbell-Pretty
They said, “You can’t use Agile to deliver an Integrated Enterprise Data Warehouse!” but they were wrong. With a little bit of pragmatism and a whole lot of hard work, that is exactly what we did. When the Enterprise Data Warehouse delivery team began their Agile journey, they scaled from 1 to 6 teams in a matter of months and found themselves struggling to make the leap from agile projects to an Agile program. After reading Dean Leffingwell’s Scaling Software Agility and Agile Software Requirements Em Campbell-Pretty was inspired to establish Australia's first SAFe Agile Release Train. The session will cover how she applied the Scaled Agile Framework, transforming not only the delivery capability of the EDW team but also the culture. The audience will come away a recipe for applying agile to data warehousing and the secret ingredients to create the right culture.
Presented at the Agile Denver Meetup 8th October 2015
Michael Handy, Sr. Business Analyst at ActianLucidchart
Lucidchart users, partners, industry experts, and team members gathered in downtown Austin to learn, be inspired, and network with one another. One of our guest speakers was Michael Handy, Sr. Business Analyst at Actian. Michael talked about how Actian rolled Lucidchart to entire teams and helped their teams be more productive.
Money, Process, and Culture- Tech 20/20 June, 2012Adrian Carr
A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Agile Roles #3 The Product Owner – What is this Mythical Beast?Agile Auckland
What the heck is a Product Owner? Why do you need one? And how can the Product Owner help a team soar – or crash horribly?
In this talk Anthony Marter will share his experience developing the Product Owner role in 2 large NZ software organisations. He’ll cover
· The basics of the role, and how an effective Product Owner contributes to the success of a team
· The challenges of the role, especially at scale
· Why an effective Product Owner is key to establishing and maintaining organisational Agility
The Product Manager Mindset with Walmart's Former PMProduct School
Shifting the mindset to see and talk beyond the product is very critical in Product management. No matter what stage in the product lifecycle, simultaneously and deliberately viewing your product through these perspectives will help avoid common pitfalls and help deliver a superior solution.
Former PM at Walmart, Mala Rajendran, talked about putting execution in context and how PM's role is to build the right product, not to build the product right. She also discussed that PM's need to understand their "go-to"" strengths vs. where they need to consciously practice.
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
IASA eSummit Configuring an Agile Method for a Digital EnterpriseSriram Sabesan
A short talk using a hypothetical company that enters the IoT, AR/VR & other modern digital technologies. What factors influence the selection of an Agile Method that can work across software development, device development, mass production, and decisions that drive appropriate investments.
Christian Titze, "Hello From the Other Side: Adapting the Agile Agency to Cli...WebVisions
Many agencies have become frustrated with over-specced sequential waterfall projects. Their inflexible methodologies have too often led to outcomes that didn’t realize their full potential. In contrast, agile methods like Scrum and Kanban have proven successful ways to build and run software. But how do you apply agile methods to the reality of an agency’s project based work? There are many challenges and the most crucial question is: what if our ideal work method and our clients’ realities don’t match?
Edenspiekermann have been working agile since 2009. They’ve since achieved terrific results and have never looked back. They now employ about as many developers as designers, creating meaningful digital products and services for global clients like Red Bull, Cisco Systems, The Economist and the German and Dutch Railways.
Christian will talk about the often challenging contrast between wanting to deliver the best possible product and making sure you’re satisfying the client’s internal project needs. How to deliver excellent customer satisfaction while working as agile as possible?
. . . . . . . . . . . . . . . .
Christian is the guy designers are ambivalent about. He’s not a font guy. He’s the business guy—the one who works the odd hours creating and maintaining relationships with some of the largest companies in the world. Over the past decade, he has led business development efforts for numerous agencies on three continents.
Defeating Babel: 4 Strategies for Better Design Communication in AgileJim Carlsen-Landy
User experience can make or break new products, and revitalize or kill existing products. Having skilled designers and developers is a start, but they don't naturally speak the same language, which can impede your team's value delivery. Using examples from research and industry, as well as experiences from my own and others’ work with Agile teams, this session delivers strategies and specific techniques that designers, developers, and product owners can apply to build more powerful design communication across disciplines.
This presentation is organized around four proven strategies:
- Drive priority discussions around value
- Speak a shared language of Agile development
- Show possibilities, don’t debate principles
- Tailor artifacts to meet your teams’ needs
What is wrong with projects? Projects don't work in a VUCA world anymore, particulary not in IT & digital business! And "Agile" isn't the solution either... Is it #noprojects?
Desde mejorar equipos de desarrollo de software, hasta mejorar el flujo organizacional de empresas completas, en esta presentación muestro mi exploración del mundo de la mejora organizacional y cómo he ido descubriendo principios orientadores para lograrla a los largo de casi 2 décadas de trabajo
Kanban y la Transformación Organizacional - Las revoluciones pueden fracasar,...LeanSight Consulting
as organizaciones actuales están enfrentadas al literal "cambiar o morir". Sin embargo muchas de estas transformaciones fallan al diseñar grandes cambios organizacionales sin entender cuales realmente son los verdaderos problemas de productividad.
Sin importar si hay una estructura tradicional o ágil, el método Kanban ofrece una nueva mirada para hacer explicito los flujos de creación de valor, sus impedimentos, y desde ahi mejorar ágilmente.
Adoptar el marco de trabajo Scrum entrega grandes beneficios de colaboración y entrega incremental del trabajo. Sin embargo hay situaciones donde la realidad amerita una mirada más flexible. Aquí aplicar el método Kanban sobre el proceso Scrum puede ser una gran solución.
¿Cómo se entiende el modelo de madurez del método Kanban (Kanban Maturity Model) para hacer más fluido el trabajo de la organización de forma incremental?
Charla realizada para la Comunidad Kanban Argentina el 27/04/2021
En Scrum, uno de los 3 roles es el Product Owner, encargado final de definir la vision del producto en desarrollo, y de priorizar las funcionalidades de éste. Scrum tiene una forma acotada por lo definido por la Scrum Guide, y para hacer más fluido el trabajo, podemos usar el método Kanban sobre Scrum. Ahora bien, no basta con eso para asegurarnos de pasar de tomar pedidos y realmente impactar positivamente al negocio de la organización, para eso proponemos Lean Product Ownership, inspirado por el Ciclo de Deming como complemento perfecto al desarrollo guiado mediantea Kanban + Scrum. Tenemos formación y certificación disponible en http://www.academiaagil.com
¿Transformaciones con muchas células y sin impacto en el negocio? Lean y Kanb...LeanSight Consulting
Las empresas actuales están embarcadas en procesos complejos de transformación, donde se implementan células ágiles y otras innovaciones metodológicas con una gran inversión de tiempo y dinero.
Sin embargo, al menos un 70% fracasa: por ende no se logra impactar positivamente al negocio.
Haremos explícitas algunas de las causas y cómo Lean unido a Kanban sirven para lograr un mejor abordaje de los problemas a resolver, potenciado por un diseño organizacional alineado a cómo la organización crea valor.
Mucha gente se confunde cuando hablamos del Método Kanban porque creen que no pasa de ser un tablero con papelitos ("un _canvas_"). En esta charla abierta para la comunidad ágil de hispanoamérica explicamos los diversos significados de _Kanban****_ (desde Toyota, los tableros, los sistemas y el método enseñado por la Kanban University)
Como Kanban entiende las organizaciones : Los Lentes de KanbanLeanSight Consulting
Kanban no parte del supuesto de que hay que mirar el organigrama y cambiar puestos, sino de que hay que descubrir cómo fluye el valor en la organización, visualizarlo, y mejorar desde ahí paso a paso.
Presentamos un modelo creado por David Anderson, fundador de la Kanban University, explicando como podemos cambiar nuestra mirada desde la típica pirámide jerárquica a una red de servicios que colaboran para resolver necesidades de sus clientes
Infografía - Comparación entre Scrum y Extreme Programming XPLeanSight Consulting
Scrum y Extreme Programming tienen ciclos de trabajo similares y a la vez una gran diferencia entre ellos. En este diagrama se comparan ambos Frameworks a partir de los ciclos que componen sus prácticas
Flattening the Curve - Kanban and the challenge of managerial mindsetLeanSight Consulting
How do we use the common phrase "flatten the curve" to convince our applicants, who usually have more power than us, to limit their requests to the capacity of our work system?
Aplanar la curva - Kanban y el desafio del Mindset gerencialLeanSight Consulting
¿Cómo usar el lugar común de "aplanar la curva" para convencer a nuestros solicitantes, quienes usualmente tienen más poder que nosotros, a limitar sus pedidos a la capacidad de nuestro sistema de trabajo?
Video de la charla disponible en https://www.youtube.com/watch?v=M4oqmN83LaI
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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The quest for the minimum viable step to agility
1. The quest for the
Minimum Viable Step
to Agility
A Toolkit for Cultural Hackers
v. 2013-oct-17 23:00
@agustinvillena
2. Licencing
• This work is published under a Attribution-Noncommercial-Share
Alike 2.0 Creative Commons Chile. To view a copy of this license,
visit http://creativecommons.org/licenses/by-nc-sa/2.0/cl/
@agustinvillena
3. Agustín Villena
• Entrepreneur since 1998
• Applying Agility since 2002 in
–
–
–
–
–
Software Development
Creativity Industry
Public Sector
Civil Society
Academy
@agustinvillena
8. Agility as a skill
"Agile teams produce a
continuous stream of value,
at a sustainable pace, while
adapting to the changing
needs of the business."
“We evaluate business
agility by how frequently can
we make decisions and how
quickly can we turn that
decision into reality"
Elisabeth Hendrickson
David J. Anderson
http://www.djaa.com/kanban-alternativepath-agility
http://testobsessed.com/blog/2010/12/14/theagile-acid-test/
@agustinvillena
12. Disruptive changes in the process
(Kaikaku)
Value
New Status Quo
Status quo
Political Cost Rate
Parity point
Time
@agustinvillena
Source: @rodrigoy @djaa_dja
13. Evolutionary changes in the process
(Kaizen)
Value
New Status Quo
Early delivery of value
Status quo
Political Costs
Bounded Change
Time
@agustinvillena
Source: @rodrigoy @djaa_dja
14. My discovery process
• Agile Clinic
– Coaching for software
team leaders in 8 weeks.
– I expect that they transfer
what they learned
their teams
• Initial Strategy
– Collaborative retrospectives
– Common Problems are
attacked using Agile
@agustinvillena
15. Who is it aimed?
CHANGE AGENTS
•Aware of the
problem
•Empowered
@agustinvillena
30. Oh, oh ...
• Filling your schedule this way will cause…
@agustinvillena
31. Traditional Management
Push Scheduling
Work Items
Stage 1
In
Process
Ready
Stage 2
In
Process
Ready
Stage n
In
Process
Ready
Source:
Lean & Kanban 101
http://availagility.wordpress.com/2009/06/11/zurich-lean-agile-scrum-slides/
@agustinvillena
35. Pull Scheduling
Stop Starting ... Start finishing!
•
We're doing the right task at the right time when we are able
Workitems
Stage 1
In
Process
Ready
Stage 2
In
Process
...
Stage n
In
Process
Ready
Ready
...
Source:
Lean & Kanban 101
http://availagility.wordpress.com/2009/06/11/zurich-lean-agile-scrum-slides/
@agustinvillena
41. Changing the perspective
Business Layer
Value
Problem
(Need)
Goal
(Purpose)
Language
Common
Base
Business language
Features
(Solutions)
What
(Product)
Technical Language
Quality
TASKS
How
(Task,
activity)
Technical Layer
@agustinvillena
Management
Scope
42. Use workitems with
clear definition of «done»
• Minimun goals - or solutions - that deliver value or
learning
– Never «tasks» or «activities»
• E.g. "Send an email" ...
@agustinvillena
43. Look at the baton,
not the runners
Why are you
wasting your time?
Traditional Manager
@agustinvillena
48. How do ants organize to find food?
• Like that?
@agustinvillena
49. How do ants organize to find food
• Two simple rules
– Leading the way
• Outward
• Back
– Follow the road more brands
• Simple rules that induce self-organized behavior
@agustinvillena
50. How do ants organize to find food
Applying to software development
• Two simple rules
– Document learnings
– Vote for the best solutions
and follow them
• Hint
– Use a system like Stack Overflow
• For agility in Spanish http://failfast.chileagil.cl
@agustinvillena
51. A tale
• Someone asked a woman cleaning what her work
at NASA was about, she said:
– «To help mankind go to the moon"
@agustinvillena
52. And what about those employees that
sabotage teamwork?
Trash accumulates at abandoned
sites
Make the work transparent to
everyone
• In isolated cubicles freeriders
thrive
• Freeriders will be discovered by
their own pals
@agustinvillena
54. How do we understand a project?
Input
Black box
@agustinvillena
Output
55. How do we understand a project?
Quality
understood as
compliance with the process
Ej:ISO, CMMI
Input
Output
Deterministic
process
(Algorithmic)
@agustinvillena
56. How do we understand a project?
Project Manager
«Resources»
Plan
Quality
understood as
meet the Plan
@agustinvillena
57. How do we understand a project?
Score
Conductor
Quality
understood as
correct execution of the
score
@agustinvillena
58. Project:
New Hymn of Agile
• Let's hire the best!
Famous Rock Group
National Orchestra
Famous Composer
@agustinvillena
61. How have we been educated?
• We've been trained to believe that exists a unique
solution
– Ken Robinson: Changing Paradigms
Divergent Thinkig by age
100%
80%
60%
Genio en
Pensamiento
Divergente
40%
20%
0%
5
8 a 10 13 a 15
18
@agustinvillena
62. Freedom from the
Unique Solution
Discover root
conditions
Apparent
Solution
“We've always
done it that way”
(Cargo Cult)
Real Need
Alternative
Solution 1
Divergent Thinking
Alternative
Solution n
@agustinvillena
65. Ford
•
•
•
•
•
First model of constant production flow
Dramatic fall in production times
Imposes 40 hours a week
Better wages for workers
Industrial process designed - Industrial Engineering - by Frederick
Taylor (called scientific management)
@agustinvillena
66. B Side
• “Any customer can have a car painted any color
that he wants so long as it is black”
• "Why is it every time I ask for a pair of hands, they
come with a brain attached?"
@agustinvillena
67. Tips for Cultural Hackers
• How to start a movement
(Derek Sivers)
• Evangelization Strategy
«Do not believe me,
believe to them"
Our superhero
•
Archivald Harry
renegade air conditioning specialist
Brazil, The Movie
– Experiments
– Success Cases
– TED Videos
@agustinvillena
68. What comes next?
• With your new super powers, can jump farther
– Practices from
Scrum,
XP,
Lean Startup,
LeanUX
etc.
@agustinvillena
69. Summary
Stone
Problem
Countermeasure
Babel
Ill understood
Loooong Meetings
Visual Thinking
Overload
Stress
No time!
• to learn,
• to innovate
PULL Strategy
Focus
Silos
• "Running in circles»
• "Syndrome of the 3 Stooges'
• Cargo Cult :
"It has always been like that '
Definition of «Done "
Focus on the result, not the
players
Leaders vs
Employees
Discouragement
Unhappyness
Intelligence wasted
Autonomy, mastery, Purpose
Transparency
Ilussion of
Control
• Stumbling again with the same stone
• Epic Failures
Experiments Exploration
(eg:Marshmallow Challenge)
Others?
@agustinvillena