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Organizational agility

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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. http://agilemanifesto.org/
  8. 8. People first, always Action trumps talk Customers own the valueBeing nimble is better than being right http://agilemanifesto.org/
  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 agileadvice.com
  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 balancedscorecard.org
  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 agilefaq.wordpress.com
  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 agile101.net
  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 toria@organizationalpatterns.com

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