Organizational agility


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  • Welcome to this Fast Track session on how to track, report and map your sustainability success and translate your investment into market position.Agile does its reporting all along the way and is focused on delivering value at all places where the work is being done.
  • Most important factor for organizational success is the culture and the people who operate within it.
  • Single most important indicator that things are going well is that when things are tense, there is still laughter and a sense of humorWhat if we reported on how many times someone laughed at work? How well would you work place do? How many times do people use humor in tense situations? These are signs of a company that is trusting and open.
  • People want to know that what they do is valuable – ideally to themselves but if not then valuable to their boss. They then want to connect that value with a sense of getting things done. After all, value is best felt when delivered.
  • Typical software projects are delivered late and over budget. The end result often does not delivered the hoped for value – whether financial or functional. Because of the tendency to “man overboard” features as the software project nears its end, there often isn’t a sense of being done.
  • 2001 at snowbird ski resort 17 people from all of the various software development camps decided and agreed on the manifesto. A small miracle unto itself.
  • Joe Justice and his team designed and built a 100 MPG road car in 3 months using off-the-shelf parts, no capital investment and no paid employees. Cost is less than $29,000.
  • co-locate with team at least most of the time.Product Owner owns the priority of the backlog.
  • Boards are visible, moveable, dynamic and maintained by everyone.
  • Purpose is to share commitment, communicate daily status, identify obstacles, set direction and focus and most importantly, let the team see itself everyday as an intact team.
  • Organizational agility

    1. 1. How do you know you’re succeeding?An Agile Approach to Sustainable Change
    2. 2. Toria
    3. 3. Culture (Tribal Leadership)People
    4. 4. A sense of humor = the number one indicator that things are going well.
    5. 5. Yeah and I can’tDad’s going wait to finish so weto love how can get ice cream! this looks! Valuable Work Sense of Completion
    6. 6. Why Software Projects FailHow the Customer Explained it… How the Analyst Designed it … How the Programmer Wrote it … What the Customer Really Needed….
    7. 7.
    8. 8. People first, always Action trumps talk Customers own the valueBeing nimble is better than being right
    9. 9. Interviews with Developers. What I learned:• Deliver 4x faster than using traditional software development methods.• Work 40-45 hours/week with no “all-nighters” and weekends before delivery.• “I’ve learned more in a year than I have in a decade.”• Most don’t want to ever go back to old way of working.
    10. 10. Agile: it’s not just for software anymore…Saving the world one 100 mpg car at a time. Google: 100 mpg road car
    11. 11. Time boxed Iterations Backlog of User Daily Stand-ups Stories Work is estimated by the team There are manyCross-functional work teams Agile KANBAN board Delivery team is for detailing Practices work self organizing Team is co- Testing while located Retrospective Continuous building Improvement
    12. 12. Iterative & Team BasedIncremental DecisionsValue Driven Big and Work Visible
    13. 13. Linear Good Idea Define Design Build Test Release First chance to review & adjust for value. Oh no! Iterative & IncrementalValuable Review & Review & Valuable Idea Adjust for Adjust for Product Value Value Define Design Define Design Define Design Test Build Test Build Test Build
    14. 14. Continuous ImprovementValuable Review & Review & Adjust for Adjust for Valuable Idea Product Value Value Define Design Define Design Define Design Test Build Test Build Test Build Improve Improve Process? Process?
    15. 15. Practice #1: Toyota’s A3 Problem Solving Template Google: MIT Toyota A3
    16. 16. Practice #2: Deming’s “Plan, Do, Check, Act”PLAN: Design or revise business process components to improve resultsDO: Implement the plan and measure its performanceCHECK: Assess the measurements and report the results to decision makersACT: Decide on changes needed to improve the process
    17. 17. Iterative & Team BasedIncremental DecisionsValue Driven Big and Work Visible
    18. 18. It takes a team….. Leaf for shade Wall toHose for Rope for keep uswatering binding safe Spear for hunting …to see the whole picture
    19. 19. Practice #3: Team Decision MakingConsensus kills! Stay Alive with Fist of Five
    20. 20. Iterative & Team BasedIncremental DecisionsValue Driven Big and Work Visible
    21. 21. Speed to Value: Iterations tell you when Value tapers off
    22. 22. Practice #4: Product Owners own the Value
    23. 23. Iterative & Team BasedIncremental DecisionsValue Driven Big and Work Visible
    24. 24. Practice #5: Make a Creative Commons From no space…… to open space
    25. 25. Practice #6: Big and Visible Planning and Action
    26. 26. Practice #7: Daily Stand upsEvery team member – every day – in person or phone. • What did I accomplish yesterday? •What will I do today? •What obstacles are impeding my progress?
    27. 27. Iterative & Team BasedIncremental DecisionsValue Driven Big and Work Visible
    28. 28. Organizational Patterns human scale – evolutionary – value driven For a copy of my slides:Thank you