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Why Does Agile Work?
- 1. Why Does Agile Work? October 9-‐10th 2013 Agile Business Conference 2013 MaAhew Caine
- 6. AGILE Some people call it a method or an approach above all It is about PEOPLE and RESULTS
- 7. AssumpOons • • • • Heard something about “Agile” May have seen teams working in this way You like it… but not sure why it works Expect some quick-‐win “take-‐aways”
- 8. Who am I? • • • • • • English Come from near Liverpool / Manchester I.T. background Lived in CH since 1994 Worked in London, NY, Berlin, Geneva and ZH Discovered “Agile” in 2009 August 2011 Setup M.C. Partners & Associates September 2012 Launched the Agile Academy
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- 11. Let’s Look at MoOvaOon OUR projects are Soooo Complex – we need moOvated people!
- 12. Are We MoOvated? How many people are truly moOvated in their work? 1 in 5 2 in 5 3 in 5 4 in 5 5 in 5
- 13. MoOvaOon Today people are just not moOvated. • Only 1-‐in-‐5 are truly moOvated • Fear prevails in the work-‐place Let’s not menOon these…
- 14. 20th Century Management Kills MoOvaOon (enough said)
- 15. Denning Discovered MoOvated Geeks They were doing this “Agile thing”
- 16. MoOvaOon The golden quesOon for many including Denning was: “WHY?” To answer this we need to understand what moOvates us, as Human Beings.
- 17. Humans Need Three Things Autonomy Mastery Purpose Daniel Pink “Drive”
- 18. Let’s Look at Complexity OUR complex projects need to be planned up front
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- 20. Cynefin – A Complicated Problem Calculate the SHORTEST route: Hardbrücke to Frankenstrasse Given enough data & Ome we can PREDICT the outcome of a COMPLICATED problem
- 21. Cynefin – A Complex Problem Calculate the FASTEST route based on traffic NOW: Hardbrücke to Frankenstrasse We cannot PREDICT the outcome of a COMPLEX problem
- 22. Mapping Methods to Cynefin Agile hAp://en.wikipedia.org/wiki/Cynefin
- 23. MoOvaOon & Complexity Why does Agile MoOvate?
- 24. Agile (Complex Emergent) Projects The Problem: We Love to Plan! • All the detail “up front” • Be in control • Resist “change”
- 25. BUT The World is changing faster… Those plans we love, have to change If not, what happens?
- 26. Example Road trip from LA to Grand Canyon Spend Ome “upfront” planning route in detail. As soon as you are on the road…
- 27. Details ALWAYS Emerge We always discover new stuff How do we embrace this EMERGENT stuff? How do we structure our work?
- 28. Some Key Concepts Fixed Scope Time Cost Quality Quality MoSCoW Prio Time 1 Time Boxes Variable Cost 2 3 4 2-‐6 weeks in length, with a preference for the shorter Client feedback arer every Omebox: “FAIL-‐FAST” Demo at the end of each Omebox Scope 5 M – Must (60%) S – Should (20%) C – Could (20%) W -‐ Wont 6
- 29. What Makes us Agile? Ability to re-‐evaluate what the most important thing to do is, at the start of each Omebox, including: 1. New emergent “stuff” 2. Things that did not get done 3. Change in priority 2 1 2 3 1 4 3 5 6
- 30. The Four Agile Ceremonies Timebox Planning (1-‐2 days) Daily Standup (15 mins) Review / Demo (1-‐2 hours) RetrospecOves (1-‐2 hours) Week 2 Review Week 3 Daily Standups Retro Week 1 Planning 1. 2. 3. 4.
- 31. Timebox Planning Goal To produce a list of TASKS that the team are commisng too with their plan, with the priority Ø Must (60%) Ø Should (20%) Ø Could (20%) Ø Wont
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- 33. Review Goal To get assurance that the right things are being done, correctly. Ø The ONLY way to get feedback from clients Ø Get approval that things are right (or wrong!)
- 34. RetrospecOves Goal To allow the team to improve on HOW they work. To conOnuously improve.
- 35. Complex Emergent Agile Products & Projects ✓ Autonomy ✓ Mastery ✓ Purpose
- 36. Denning’s MoOvated Geeks Worked with Autonomy, Mastery and Purpose
- 37. Lean Knowledge Processes Compare this type of tradiOonal manufacturing… With knowledge work “manufacturing” …
- 38. Cannot See “Work-‐in-‐Progress” Do we have… • BoAlenecks? • Idle resources? • Burn-‐out? • Focus? All result in • No mastery • No sense of purpose • No autonomy
- 39. Need to Remove “Waste” # Waste DescripSon 1 Transport Product moving from A to B 2 Movement MoOon of people or equipment to perform processing 3 Idle Time WaiOng for the next step 4 Over processing ResulOng from poor tool or product design creaOng acOvity 5 Delivery before being needed Over producOon 6 Defects The effort involved in inspecOng for and fixing defects 7 Inventory All things not being processed 8 Producing things that don’t fulfill client needs Adding things that are not needed 9 Unused Human Talent No duplicaOon of roles, no gaps, the right people
- 40. “Lean” Purpose • Helping others, either side – Before me – Arer me • Understand the big picture Purpose
- 41. Lean ✓ Autonomy ✓ Mastery ✓ Purpose
- 42. All of this Requires Teamwork My team is GREAT !!
- 43. But not DysfuncOonal Teamwork In the last month, have you WITNESSED… 1. Someone admit a mistake 2. Someone ask for help 3. Someone point out to a colleague that they were lesng the team down by their acOons 4. Someone did something outside of their personal objecOves, for the good of the group.
- 44. The Five DysfuncOons of a Team InaAenOon to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Status & Ego: Individuals put own or team’s needs before that of the collecOve team’s goal. Low Standards: Don’t challenge colleagues when their acOons appear wrong. Ambiguity: Rarely, if ever, buy-‐in and commit but “pretend” to agree. ArSficial Harmony: Don’t have open and passionate debate. Invulnerable: Don’t admit mistakes and weaknesses. “The Five DysfuncOons of a Team”, P. Lencioni
- 45. Examples – What does it look like? DysfuncSon Symptom Good Example? InaAenOon to Results Individuals put own or team’s a) PM: Sure I can test that. needs before that of the collecOve b) BA: I can cover Support. team’s goal. Avoidance of Accountability Don’t challenge colleagues when their acOons appear wrong a) You said you would do it, you haven’t. b) Stop thinking about just Dev… we need to think beyond just dev Lack of Commitment Rarely, if ever, buy-‐in and commit but “pretend” to agree. a) I understand that this is what we are doing, I agree, I think it is good. Fear of Conflict Don’t have open and passionate debate a) I don’t agree… because… b) But X will not like it, we need to think about them… Absence of Trust Don’t admit mistakes and weaknesses a) I have a problem… b) Sorry I screwed up… 45
- 46. From a PosiOve Point-‐of-‐View A truly cohesive team… • • • • • Trusts one another Engages in unfiltered conflict around ideas Commits to decisions and plans of acOon Holds one another accountable for delivering against those plans Focus’ on the achievement of collecOve results
- 47. Be Aware – Look Out for Clues Behavior Sprint Planning Trust one another Standup Grooming Sprint Review ✓ • Open about mistakes & weakness Engage in unfiltered conflict around ideas ✓ Commit to decisions and plans of acOon ✓ ✓ • Passionate debate occurs • Real buy-‐in with emoOon ✓ Hold one another accountable for delivering against those plans ✓ ✓ Focus on the achievement of collecOve results ✓ ✓ • Challenge colleagues • Ego & status don’t maAer Sprint Retro
- 48. Even Remote Teamwork Agile Requires Co-‐locaOon
- 49. Most Teams are Remote Remote means: • on another conOnent • in another country • in another company • in another building • on another floor • in another room • more than 25m away... ... outside of passive hearing.
- 50. “Community Decay” Trust MoOvaOon Face-‐to-‐face event Face-‐to-‐face event Time
- 51. “Community Decay” Trust MoOvaOon Face-‐to-‐face event Face-‐to-‐face event Need to communicate to prevent “decay” Time
- 52. How Does Agile Help? Trust MoOvaOon Face-‐to-‐face event Face-‐to-‐face event Time
- 53. How Does Agile Help? Trust MoOvaOon Face-‐to-‐face event Face-‐to-‐face event Time Constant communicaOon (hard!) In a remote team, Agile is beAer than tradiOonal anyway!
- 54. But there is only one Purpose $ profit, please
- 55. Your Hardest Job What? What? How? Why? Most groups know WHAT and HOW but oren fail to say WHY! Simon Sinek – Golden Circle
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- 57. Why is this one beAer? A greater sense of purpose is achieved when it relates to “people”, not things, least of all money!
- 58. Bringing it all Together And Agile Lean approaches support this
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- 60. Further Reading The Stoos Movement www.stoosnetwork.org Holacracy www.holacracy.org
- 61. Contact PlaYorm Link Telephone +41 79 936 7060 Email maAhew.caine@mcpa.biz Homepage www.mcpa.biz | www.agileacademy.ch Library www.mcpa.biz/blog Xing hAps://www.xing.com/profile/MaAhew_Caine LinkedIn hAp://ch.linkedin.com/in/maAhewcaine TwiAer mc_mcpa Skype mc_mcpa YouTube hAp://www.youtube.com/MCPartnersAssociates
- 62. What moOvates MaAhew is simple: “When done well, Agile approaches make a difference to people’s lives, for the beAer because Agile organisaOons allow their people to go home saOsfied, fulfilled having contributed”. MaAhew brings 20+ years of experience from across the IT sector. He has worked at sorware companies such as Avaloq and Infonic. He was also a senior consultant for 10 years at Logica, based in London, Zürich, Berlin and Geneva. In between he was also worked at Swiss Re in Zurich and New York. Arer introducing Infonic to Agile methods, MaAhew founded M.C. Partners & Associates and is the Managing Director of the Agile Academy Switzerland. In addiOon, he is a founding member of the Swiss Agile Leaders Circle. He holds a Bachelors of Science degree, with Honors, in Computer Science from the University of Staffordshire in England. He is a member of the DSDM ConsorOum, Scrum Alliance and is a volunteer in the PMI Swiss-‐Chapter. He is also core team member of both the SwissICT’s “Lean, Agile & Scrum” team and “Stoos Network Zurich” movements. When he is not public speaking on the theme of people and agility, he can be found in a wild remote corner of Scotland following his life-‐long passion of fishing.