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http://senexrex.com [email protected]
@senexrex
Agile Leadership Patterns Dan Greening, PhD CSC [email protected] @greening
● Introductions ● Chaos Theory, Agility, Pattern Languages ● Agile Base Patterns ● Are We Agile? (Or Is It Agile?)
Agenda
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• Current • Certified Scrum Coach • CS PhD (parallel complex adaptive systems)
• Former • Citrix Online Agile Program Office Director • Skype head of agile coaching • Startup veteran • IBM Research nerd
Introductions: Dan Greening
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Show of hands • Level of Agile experience? • Existing challenges with agile? • Are you using Lean Startup, XP, Kanban,
Scrum, GTD, Inbox Zero?
Introductions: You
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Chaos Creates Opportunities
Everyone’s ability to predict the future degrades exponentially with time So create a company that exploits this chaos better than competitors
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Agile organizations can • Sense • Adapt • Create
faster than their chaotic economies change
Agility Defined
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Agile Base Patterns: A journey
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• Forces • Economic: Different economies. Economic goals. Passive
bosses get divergent employees. • Metrics: Success metrics lag the work. Risk is often
missing. Perversity. Cognitive bias. Progress metrics temporary. Creativity generates variation.
• Rewards: Money vs Mastery, Autonomy, Purpose. Gaming.
1: Plans can’t guarantee success …
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• Identify desired outcomes • Identify relevant metrics • Create a forecasting discipline • Embrace objectivity • Evolve metrics over time
…therefore, measure economic progress
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Measure Economic Progress
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• Coherent mission, vision and goals • Handful of evolving metrics • Learn from both failure and success • Forecast better
Are we agile now?
Result (measure economic progress)
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• Complacency lulls us • Loss of control scares us • Can easily measure operational work • Uncertainty confuses
2: Reacting is not enough to succeed…
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• Improvement experiments (Retrospection) • Evolution vs Revolution: greedy vs optimal • Brainstorm • Test a hypothesis! • Control the experiment! • Beware controlling variability (and creativity)
… therefore, adaptively experiment
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• Assemble economic progress history • Validate hypothesis of the last experiment • Brainstorm and identify process changes • Hypothesize how new process affects metrics • Commit to process rules for the next experiment
What does the ScrumMaster do in Scrum?
Scrum Retrospection Redefined
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Experiment for Improvement
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• Hyperproductive teams [jako2009] • Organizations “disrupt themselves”
Are we agile now?
Results (Adaptively Experiment)
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• Non-fungible assets • Detailed planning • Sunk cost fallacy • Congestion (slide) • Cognition (slide)
3: Planning worsens delay…
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Congestion
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• Most valuable now: creative time and attention • 7 ± 2 maximum ordered concepts • Late day decisions suck • Lack of sleep degrades creativity • Interruptions degrade creativity
Cognition
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• ≤ 7 items in Sprint Backlogs • Geometric Product Backlogs • Inbox Zero • Collaborative focus • Value Stream Optimization • Incremental work
…therefore, limit work-in-process
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Limit work-in-process
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• Rapidly deliver small increments of value • Possibility of rapid feedback • Cancellable work (sunk cost is low) • Learn faster than chaotic economy changes
Are we agile?
Result (Limit WIP)
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• No problem claiming responsibility for success • Insufficient agency limits responsibility • Persistence is a function of self-perception,
not objective agency • Deny→Blame→Justify→Guilt→Obligation→Quit →Responsibility
• People can learn new skills
4: People create delay by avoiding responsibility…
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• Provide autonomy, understanding, authority • Information radiators
• Teach the Responsibility Process • Tit-for-Tat trust building • Collaborative root cause mapping • Redefine accountable: knows what’s happening
…therefore, embrace collective responsibility
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Collective Responsibility
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• Collaborative problem solving • Increased teaching and learning • Greater elasticity
How does this affect our agility?
Result (collective responsibility)
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• Dependency delays • Dependency quality • Handoff interference
External factors limit our agility…
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• Leaders: Build collaborative teams of peers • Avery, Team-building is an individual skill
• Ritualize and celebrate problem solving • Big room planning • Convert bosses to (not just support) agile • Change structural systems:
hiring, comp, review…
…therefore, solve systemic problems
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Solve Systemic Problems
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Agile Base Patterns fragile agile
Measure economic progress • Well-chosen key performance indicators • Propagated wisely down the hierarchy
Adaptively experiment for improvement • Use the KPIs to sense, adapt and create • Process changes tried frequently
Limit work-in-process • To maximize the success of high profit efforts • Reserving powder for things you might invent
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Agile Base Patterns sustained and expansive agile
Embrace collective responsibility • Every person feels personally responsible for team and
company results
Solve systemic problems • Broad authority to explore problems impeding agility • There is a well-understood and respected process
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Is Scrum Agile?
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Agile Is Fragile
Natural evolution can degrade or destroy agile • Adopting departmental silos blindly • Control-centric manager job descriptions and
performance management • Variance control (Six Sigma) can destroy creativity • Executives who don’t understand agile squelch agile • Accountability/blame cultures creating fear
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Conclusion: Agile is Fragile
• Walmart • Yahoo • Others
• Why? • Bottom-up agility is extremely vulnerable
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Non-agile executives
• Fighting fires all the time • Strategic work (more valuable long-term) gets deferred
• Don’t collaborate on strategic work • Doesn’t get done if one person busy
• Don’t run short-term experiments on strategy • Recruiting, Business development,
Performance management, Product portfolio, marketing http://senexrex.com 35
Executives use agile to manage their • Strategic activities • Marketing • Recruiting practices • Sales processes • Contract review • Product Management and Engineering
… from the CEO on down
Answer: Top-Down Agile
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• Faster, more profitable strategic decisions • Faster, more profitable delivery • Better solutions
• measurement and adaption during strategy development and tactical deployment
• More organizational focus • How much is that worth?
What is the value of agility?
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Corporate Exploration
How does your company? • Measure economic progress? • Adaptively experiment for improvement? • Limit work-in-process? • Embrace collective responsibility? • Solve systemic problems?
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Senex Rex Organizational Agility Research
Making organizations agile and antifragile http://senexrex.com/blog
Emerging book content
Senex Rex mindmap (available from Dan) All known patterns from all agile practices
Coaching and Training on request Dan Greening, PhD, Certified Scrum Coach http://senexrex.com 39
Dan Greening +1(415)754-8311 [email protected]
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