The Importance of Whiskey While Working (and Other Work Flow Tips, Too!)
Big Spaceship is a place where pushing the limits meets extreme deadlines on a regular basis. The keys to success? A philosophy that affords close collaboration and communication, coupled with a couple of clever solutions to common problems... and some really ugly placeholder art. Join Jamie as he details the way the Spaceship ticks and how you can apply these fundamentals to your own process.
"Den som intet vÄger intet vinner". Vi vet vi mÄ vÄge Ä feile for Ä oppnÄ mer enn middelmÄdighet. Da bÞr vi gjÞre det tryggere Ä feile, i stedet for Ä forsÞke Ä eliminere risiko.
The Importance of Whiskey While Working (and Other Work Flow Tips, Too!)
Big Spaceship is a place where pushing the limits meets extreme deadlines on a regular basis. The keys to success? A philosophy that affords close collaboration and communication, coupled with a couple of clever solutions to common problems... and some really ugly placeholder art. Join Jamie as he details the way the Spaceship ticks and how you can apply these fundamentals to your own process.
"Den som intet vÄger intet vinner". Vi vet vi mÄ vÄge Ä feile for Ä oppnÄ mer enn middelmÄdighet. Da bÞr vi gjÞre det tryggere Ä feile, i stedet for Ä forsÞke Ä eliminere risiko.
Brambles are thorny vines that only through careful navigation can you obtain the great fruit they contain. The Agile community has its own brambles such as always estimate vs no estimates, certifications have value vs certifications have no meaning, or Agile can be used everywhere vs Agile wonât work here. Such binary positions arenât useful and actually can stop work until one side wins. There are more options available than two for any particular work environment. This talk will hopefully inspire you to try some techniques to get out of the bramble and find a path to some useful fruit.
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Prosjektet egner seg for ekstraordinÊre leveranser, men for svÊrt mange organisasjoner er IT-utvikling noe som skjer nÊrmest kontinuerlig. Da er prosjektmekanismen ikke bare unÞdvendig med ogsÄ uhensiktsmessig.
Organisations, like software do have defects and need a tool that can help you see them. Scrum is such a tool, like the debugger is for software. The Scrum Master must dare to challenge the organisation..
Smidig fordrer langt mer endring enn SSA-S slik den nÄ fremstÄr legger opp til. Vi har annen tankegang, andre verdier og prinsipper. Og helt andre suksessfaktorer. Man mÄ ville smidig.
Vi har store problemer med kvalitet og kompleksitet i IT-systemene. Denne presentasjonen viser hvordan Prosjektet som arbeidsform mÄ bÊre en betydelig del av ansvaret for dette.
Brambles are thorny vines that only through careful navigation can you obtain the great fruit they contain. The Agile community has its own brambles such as always estimate vs no estimates, certifications have value vs certifications have no meaning, or Agile can be used everywhere vs Agile wonât work here. Such binary positions arenât useful and actually can stop work until one side wins. There are more options available than two for any particular work environment. This talk will hopefully inspire you to try some techniques to get out of the bramble and find a path to some useful fruit.
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Prosjektet egner seg for ekstraordinÊre leveranser, men for svÊrt mange organisasjoner er IT-utvikling noe som skjer nÊrmest kontinuerlig. Da er prosjektmekanismen ikke bare unÞdvendig med ogsÄ uhensiktsmessig.
Organisations, like software do have defects and need a tool that can help you see them. Scrum is such a tool, like the debugger is for software. The Scrum Master must dare to challenge the organisation..
Smidig fordrer langt mer endring enn SSA-S slik den nÄ fremstÄr legger opp til. Vi har annen tankegang, andre verdier og prinsipper. Og helt andre suksessfaktorer. Man mÄ ville smidig.
Vi har store problemer med kvalitet og kompleksitet i IT-systemene. Denne presentasjonen viser hvordan Prosjektet som arbeidsform mÄ bÊre en betydelig del av ansvaret for dette.
1. The power of Why
Geir AmsjĂž, Axio Consulting
Tuesday, November 5, 13
2. One day Alice came to a fork in the
road and saw a Cheshire cat in a
tree.
âWhich road do I takeâ she asked.
His response was a question:
âWhere you want to go?â
âI donÂŽt knowâ Alice answered.
âThen,â said the cat, âit
doesnÂŽt matterâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
3. Da har vi en plan ...
axio consulting as I www.axio.no
Tuesday, November 5, 13
4. Da har vi en plan ...
axio consulting as I www.axio.no
Tuesday, November 5, 13
36. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
axio consulting as I www.axio.no
Tuesday, November 5, 13
37. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
axio consulting as I www.axio.no
Tuesday, November 5, 13
38. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
39. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
axio consulting as I www.axio.no
Tuesday, November 5, 13
40. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
axio consulting as I www.axio.no
Tuesday, November 5, 13
41. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
axio consulting as I www.axio.no
Tuesday, November 5, 13
42. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
axio consulting as I www.axio.no
Tuesday, November 5, 13
43. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
axio consulting as I www.axio.no
Tuesday, November 5, 13
44. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
âą ArbeidsmĂžter - folk trekker i hver sin retning
axio consulting as I www.axio.no
Tuesday, November 5, 13
45. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
âą ArbeidsmĂžter - folk trekker i hver sin retning
ïSvĂŠrt ulik forstĂ„else av smidig
axio consulting as I www.axio.no
Tuesday, November 5, 13
46. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
âą ArbeidsmĂžter - folk trekker i hver sin retning
ïSvĂŠrt ulik forstĂ„else av smidig
ïSvĂŠrt ulike interesser i rommet
axio consulting as I www.axio.no
Tuesday, November 5, 13
47. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
âą ArbeidsmĂžter - folk trekker i hver sin retning
ïSvĂŠrt ulik forstĂ„else av smidig
ïSvĂŠrt ulike interesser i rommet
âą Teksten
axio consulting as I www.axio.no
Tuesday, November 5, 13
48. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
âą ArbeidsmĂžter - folk trekker i hver sin retning
ïSvĂŠrt ulik forstĂ„else av smidig
ïSvĂŠrt ulike interesser i rommet
âą Teksten
ïhelt uten intensjon
axio consulting as I www.axio.no
Tuesday, November 5, 13
49. Eksempel: âUten klare mĂ„lâ
ïœStatens Standardavtale, Smidig (SSA-S)
⹠Har pÄgÄtt siden 2005
âą Status 2013: âhalvsmidigâ
ïFremdeles komplett scope
ïIngen fokus pĂ„ visjon
ïIngen fokus pĂ„ lĂŠring underveis
ïTillater svĂŠrt sjeldne leveranser
⹠Diskusjonsgruppa pÄ LinkedIn - ingen visjon
âą ArbeidsmĂžter - folk trekker i hver sin retning
ïSvĂŠrt ulik forstĂ„else av smidig
ïSvĂŠrt ulike interesser i rommet
âą Teksten
ïhelt uten intensjon
ïsamme sprĂ„kdrakt som fĂžr
axio consulting as I www.axio.no
Tuesday, November 5, 13
54. Larmans laws of Organizational Behaviour
(1)Organizations are implicitly optimized to avoid changing the
status quo middle- and first-level manager and âspecialistâ
positions & power structures.
(2)As a corollary to (1), any change initiative will be reduced to
overloading the new terminology to mean basically the same as
status quo.
(3)As a corollary to (1), any significant change initiative will be
derided as âpuristâ and âneeding customization for local
concernsâ -- which deflects from addressing weaknesses and
manager/specialist status quo.
(4)Culture follows structure.
axio consulting as I www.axio.no
Tuesday, November 5, 13
55. Smidig medfĂžrer endring
ïœDet vil bli motstand!
ïœDet vil bli frustrasjon!
ïœDet vil bli ustabilitet!
ïœNoen vil vĂŠre Ă„pent imot endringen
ïœNoen vil spille med, men sabotere i det skjulte
⣠SpÞrsmÄlet er hvordan vi kan klare mobilisere
nok energi til at vi bryter opp strukturer og
faktisk fÄr til helhjertet endring?
axio consulting as I www.axio.no
Tuesday, November 5, 13
56. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
57. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
58. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
59. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Hvorfor
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
60. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Energi
Hvorfor
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
61. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Energi
Hvorfor
Hvorfor
Energi
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
62. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Energi
Hvorfor
Hvorfor
Energi
Energi
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
63. Hva er egentlig et âMindsetâ?
axio consulting as I www.axio.no
Tuesday, November 5, 13
64. Hva er egentlig et âMindsetâ?
axio consulting as I www.axio.no
Tuesday, November 5, 13
65. Hva er egentlig et âMindsetâ?
Det har jeg aldrig prĂžvd
fÞr, sÄ det er jeg sikkert
god i!
axio consulting as I www.axio.no
Tuesday, November 5, 13
70. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
71. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
72. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
73. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
âJa det kunne vĂŠrt
morsomt, MEN...â
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
74. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
âJa det kunne vĂŠrt
morsomt, MEN...â
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
âJa det blir gĂžy, OG...â
75. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
âJa det kunne vĂŠrt
morsomt, MEN...â
âDette er sĂ„nn vi
gjĂžr det herâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
âJa det blir gĂžy, OG...â
76. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
âJa det kunne vĂŠrt
morsomt, MEN...â
âDette er sĂ„nn vi
gjĂžr det herâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
âJa det blir gĂžy, OG...â
âLa oss forsĂžke noe
nytt og sĂžrge for Ă„
lĂŠre av detâ
77. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
âJa det kunne vĂŠrt
morsomt, MEN...â
âDette er sĂ„nn vi
gjĂžr det herâ
Endring betyr egentlig
âsame shit, new wrappingâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
âJa det blir gĂžy, OG...â
âLa oss forsĂžke noe
nytt og sĂžrge for Ă„
lĂŠre av detâ
78. To typer âMindsetâ
Fixed
âJeg er god i matte,
men suger i sportâ
âJeg er blant de beste
pÄ ski, men mangler
ballfĂžlelseâ
âJa det kunne vĂŠrt
morsomt, MEN...â
âDette er sĂ„nn vi
gjĂžr det herâ
Endring betyr egentlig
âsame shit, new wrappingâ
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
âBare jeg trener litt mer
blir jeg nok god i sportâ
âJeg mĂ„ Ăžve mer for Ă„ bli
god i matteâ
âJa det blir gĂžy, OG...â
âLa oss forsĂžke noe
nytt og sĂžrge for Ă„
lĂŠre av detâ
Endring gjennomfĂžres
med innlevelse
80. The Agile Mindset
Linda Rising
Mary and Tom
Poppendick
axio consulting as I www.axio.no
Tuesday, November 5, 13
81. The Agile Mindset
âCarol Dwecks Growing
Mindset IS the Agile
Mindsetâ
Linda Rising
Mary and Tom
Poppendick
axio consulting as I www.axio.no
Tuesday, November 5, 13
82. The Agile Mindset
âCarol Dwecks Growing
Mindset IS the Agile
Mindsetâ
Linda Rising
Mary and Tom
Poppendick
axio consulting as I www.axio.no
Tuesday, November 5, 13
âA company with a lean
mindset donÂŽt waste
time trying to sort out
who has more or less
talent. They look for
people with a Growing
Mindsetâ
87. Defined Process Control
Institutionalizing a Fixed Mindset
axio consulting as I www.axio.no
Tuesday, November 5, 13
Empirical Process Control
Institutionalizing a Growing
Mindset
89. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
axio consulting as I www.axio.no
Tuesday, November 5, 13
90. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
axio consulting as I www.axio.no
Tuesday, November 5, 13
91. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
axio consulting as I www.axio.no
Tuesday, November 5, 13
Gojko Adzic
92. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
Autonomy
Mastery
Purpose
axio consulting as I www.axio.no
Tuesday, November 5, 13
Gojko Adzic
93. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
Why
How
What
Startwithwhy.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
Simon Sinek
Autonomy
Mastery
Purpose
Gojko Adzic
94. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
5 whys
Why
How
What
Startwithwhy.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
Simon Sinek
Autonomy
Mastery
Purpose
Gojko Adzic
98. Hvorfor???
ïœHvorfor .. skal de ansatte fĂžre detaljerte timelister? Fordi vi
i ledelsen mÄ ha oversikt over hva vi bruker tid pÄ!
axio consulting as I www.axio.no
Tuesday, November 5, 13
99. Hvorfor???
ïœHvorfor .. skal de ansatte fĂžre detaljerte timelister? Fordi vi
i ledelsen mÄ ha oversikt over hva vi bruker tid pÄ!
ïœHvorfor mĂ„ dere ha sĂ„ detaljert oversikt over det? Vi mĂ„ jo
kunne fÞlge med pÄ hva de ansatte bruker tiden pÄ!
axio consulting as I www.axio.no
Tuesday, November 5, 13
100. Hvorfor???
ïœHvorfor .. skal de ansatte fĂžre detaljerte timelister? Fordi vi
i ledelsen mÄ ha oversikt over hva vi bruker tid pÄ!
ïœHvorfor mĂ„ dere ha sĂ„ detaljert oversikt over det? Vi mĂ„ jo
kunne fÞlge med pÄ hva de ansatte bruker tiden pÄ!
ïœHvorfor mĂ„ ledelsen fĂžlge sĂ„ detaljert med pĂ„ tidsbruken?
Vi mÄ jo vite at de bruker tiden sin til firmaets beste!
axio consulting as I www.axio.no
Tuesday, November 5, 13
101. Hvorfor???
ïœHvorfor .. skal de ansatte fĂžre detaljerte timelister? Fordi vi
i ledelsen mÄ ha oversikt over hva vi bruker tid pÄ!
ïœHvorfor mĂ„ dere ha sĂ„ detaljert oversikt over det? Vi mĂ„ jo
kunne fÞlge med pÄ hva de ansatte bruker tiden pÄ!
ïœHvorfor mĂ„ ledelsen fĂžlge sĂ„ detaljert med pĂ„ tidsbruken?
Vi mÄ jo vite at de bruker tiden sin til firmaets beste!
ïœHvorfor stoler dere ikke pĂ„ at de ansatte bruker tiden sin til
firmaets beste slik at de bare kan fÞre tiden pÄ det teamet
de jobber i? Vi i ledelsen har ikke god nok oversikt over hva
de ansatte gjĂžr
axio consulting as I www.axio.no
Tuesday, November 5, 13
102. Hvorfor???
ïœHvorfor .. skal de ansatte fĂžre detaljerte timelister? Fordi vi
i ledelsen mÄ ha oversikt over hva vi bruker tid pÄ!
ïœHvorfor mĂ„ dere ha sĂ„ detaljert oversikt over det? Vi mĂ„ jo
kunne fÞlge med pÄ hva de ansatte bruker tiden pÄ!
ïœHvorfor mĂ„ ledelsen fĂžlge sĂ„ detaljert med pĂ„ tidsbruken?
Vi mÄ jo vite at de bruker tiden sin til firmaets beste!
ïœHvorfor stoler dere ikke pĂ„ at de ansatte bruker tiden sin til
firmaets beste slik at de bare kan fÞre tiden pÄ det teamet
de jobber i? Vi i ledelsen har ikke god nok oversikt over hva
de ansatte gjĂžr
ïœMen det finnes jo planer og prioriteringer for alle ansatte,
hvorfor ikke bare droppe dette byrÄkratiet og stole pÄ at de
gjĂžr jobben sin? Vi har ikke nok tillit til de ansatte
axio consulting as I www.axio.no
Tuesday, November 5, 13
104. Agile is a Mindset, deïŹned by Values,
guided by Principles and Manifested
through many different Practices
Tuesday, November 5, 13
105. Agile is a Mindset, deïŹned by Values,
guided by Principles and Manifested
through many different Practices
Ahmed Sidky, Executive Vice President, Santeon
Tuesday, November 5, 13
130. PRINCIPLES
Crossfunctional Selfteams
organization
Limit Work
in Progress
Collaboration
Collective
Sustainable Simplicity
ownership
Openness
pace
DisciTransCraftsmanship
pline
parency
Frequent
Continuous
deliveries Focus
Courage
Process
Customer Trust
Improvement
Commitment
Value
Empirical
process control
Pull
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13
131. PRINCIPLES
Crossfunctional Selfteams
organization
Limit Work
in Progress
Collaboration
Collective
Sustainable Simplicity
ownership
Openness
pace
DisciTransCraftsmanship
pline
parency
Frequent
Continuous
deliveries Focus
Courage
Process
Customer Trust
Improvement
Commitment
Value
Empirical
Failing
process control
Pull
Fast
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13
132. AGILE VALUES AND PRINCIPLES
Crossfunctional
teams
Collective
ownership
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
163. AGILE VALUES, PRINCIPLES AND PRACTICES
â5 Whysâ
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint
planning
Effect
Mapping
Courage
Trust
Commitment
Failing
Fast
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Openness
Focus
Product
Backlog
Grooming
User
Stories
Limited Work
in Progress
Discipline
Customer
Value
Sprint review
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting
164. AGILE VALUES, PRINCIPLES AND PRACTICES
â5 Whysâ
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint review
Sprint
planning
Effect
Mapping
Trust
Commitment
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Courage
Failing
Fast
Product
Backlog
Grooming
Limited Work
in Progress
WHY
Focus
User
Stories
Openness
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Discipline
Customer
Value
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Quality focus
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting
WHAT
165. AGILE VALUES, PRINCIPLES AND PRACTICES
â5 Whysâ
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint
planning
Effect
Mapping
Courage
Trust
Commitment
Failing
Fast
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Openness
Focus
Product
Backlog
Grooming
User
Stories
Limited Work
in Progress
Discipline
Customer
Value
Sprint review
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting
166. AGILE VALUES, PRINCIPLES AND PRACTICES
â5 Whysâ
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint review
Sprint
planning
Effect
Mapping
Openness
Trust
Commitment
Failing
Fast
Product
Backlog
Grooming
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Courage
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Focus
User
Stories
Limited Work
in Progress
âBe
Agileâ
Discipline
Customer
Value
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Quality focus
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting
âDo
Agileâ