agile beyond software

Eduardo Nofuentes - The Agile Contact Centre

AGILE BEYOND SOFTWAREH O W T O A C H I E V E O R G A N I S AT I O N A L A G I L I T Y

: @edumelbourne www.theagilecontactcentre.com.au

“The ability to move quickly and easily”

WHAT IS AGILE?

“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

THE AGILE MANIFESTO (2001)

That is, while there is value in the items on the right, we value the items on the left more.”

Individual and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

working

Outcomes

THE MINDSETS BEHIND AGILE

• Respect for the worth of every person

• Truth in every communication

• Transparency of all data, actions, and decisions

• Trust that each person will support the team

• Commitment to the team and to the team’s goals

MINDSETS

: @edumelbourne

Agile Principles and Values by Jeff Sutherland

www.theagilecontactcentre.com.au

THE MINDSETS BEHIND AGILE

• Respect for the worth of every person

• Truth in every communication

• Transparency of all data, actions, and decisions

• Trust that each person will support the team

• Commitment to the team and to the team’s goals - Collaboration

MINDSETS

: @edumelbourne

Agile Principles and Values by Jeff Sutherland

THE PRINCIPLES BEHIND AGILEPRINCIPLES

: @edumelbourne

• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the project.• Build projects around motivated individuals. • The most efficient and effective method of communication is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective,

then tunes and adjusts its behavior accordingly.

THE PRINCIPLES BEHIND AGILEPRINCIPLES

• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the project.• Build projects around motivated individuals. • The most efficient and effective method of communication is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective,

then tunes and adjusts its behavior accordingly.

THE GOOD NEWS…

If you are already applying these mindsets and principles to your team or organisation, you are already

doing Agile…

…even if you don’t stick cards on the walls or stand up every morning for 15 minutes.

www.theagilecontactcentre.com.au : @edumelbourne www.theagilecontactcentre.com.au

THE THREE WAVES OF AGILE

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The three Waves of Agile by Charlie Rudd – Solutions IQ

True Customer Focus LEAN Culture Brave Leadership

THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY

We must shift the focus of companies back to the

customer and away from shareholder value.

Companies should place customers at the center of

the firm and focus on delighting them, while

earning an acceptable return for shareholders.

“the only valid purpose of a firm is to create a customer ” Peter Drucker

TRUE CUSTOMER FOCUS: THE SHAREHOLDER VALUE TRAP

Use a Systems Thinking or a Design Thinking approach to

the way you structure your teams

and organisations starting with the

customer first

“To manage an organisation as a system means understanding how work flows from and to the organisation’s customers.” John Seddon

TRUE CUSTOMER FOCUS: DEPARTMENTAL SILOS

Build a culture in your organisation or

team where the focus of everyone is

on: eliminating waste, adding value

for the customer and improving the flow

of work.

“Value is always defined by the customer”…”Any activity that is unproductive or does not add to the value of product is waste” The Toyota System

LEAN CULTURE: WASTE, FLOW AND VALUE

of how to remove waste, add value or improve the flow in your team or organisation?

CAN YOU THINK OF ANY EXAMPLES…

Build a culture where SIMPLICITY is well regarded

and seen as a key competitive advantage. Not only on the way products or services are designed, but

also the way internal processes, meetings, and

collaboration tools are designed and run.

“Everything should be made as simple as possible. But not simpler” Albert Einstein

LEAN CULTURE: SIMPLICITY

True agility means that teams are constantly

working to evolve their processes to deal with

their particular obstacles they are facing at any

given time.

“Continuous Improvement is better than delayed perfection” Mark Twain

ADOPT A CULTURE OF CONTINUOUS IMPROVEMENT

: @edumelbourne

Design and run

experiment (do)

Study results (check)

Evolve model and

implement changes (act)

Create hypothesis

(plan)

The Deming cycle

True Customer Focus LEAN Approach Brave Leadership

Brave Leaders believe everyone is already doing their best and are willing to do things that are

unexpected or against the norm

“It is amazing what you can accomplish if you do not care who gets the credit” Henry Truman

BRAVE LEADERSHIP: THE SERVANT MINDSET

Brave Leaders cultivate a culture of

trust and develop other leaders. Adopt

and institute leadership aimed at helping people to do

a better job

"The primary function of leadership is to nurture culture through values” Jurgen Appelo

BRAVE LEADERSHIP: THE COACH MINDSET

Brave leaders take imperfect action and

are not afraid of admitting they don’t

know the answer.

“Vulnerability sounds like truth and feels like courage. Truth and courage aren't always comfortable, but they're never weakness.” Brene Brown

BRAVE LEADERSHIP: THE VULNERABILITY MINDSET

THEN USE AGILE PRACTICES…

..to fit your business needs.

EXAMPLES OF AGILE PRACTICES

1. PURPOSE LED TEAMS

2. DAILY STAND UPS

3. KANBAN WALL

4. VISUALISATION OF WORK

4.1 VISUALISATION OF WORK: OBEYA ROOM

4.2 VISUALISATION OF WORK: ROSTERING SYSTEM

4.3 VISUALISATION OF WORK: SALES PIPELINE

4.4 VISUALISATION OF WORK: INITIATIVES RADAR

4.5 VISUALISATION OF WORK: SALES PIPELINE RADAR

4.6 VISUALISATION OF WORK: RECRUITMENT WALL

5. VALUE STREAM MAPPING

6. PRIORITASION SESSION

EXAMPLES OF AGILE PRACTICES7. RETROSPECTIVES

EXAMPLES OF AGILE PRACTICES8. A3 COACHING

EXAMPLES OF AGILE PRACTICES9. IMPROVEMENT KATA

The Lean Enterprise – Humble, Molesky & O’Reilly

AGILE ACROSS THE ENTREPRISE

OBJECTIVES TOOLS OUTCOMES RISKS

AGILE PRACTICES COACHING

Roll out Agile ways of working

• Stand ups• Kanban Walls• Visualization• Retrospectives• A3 Coaching,

etc…

• More engagement

• Better communication and Collaboration

• Transparency

Doing the wrong things faster.

PROJECT (INITIATIVE) BASED AGILE COACHING

Objectives specific to project:• Deliver a product,

system or initiative.

• Improve Customer Satisfaction, etc.

Previous row +:• Value Stream

Mapping• Improvement

Kata• Systems Thinking

approach, etc..

Previous row +:• Speed to Market• Customer Led

outcomes• Continuous

Improvement Culture

If work in isolation, rest of business may hinder success.

ENTERPRISE AGILITY COACHING

Equip businesses to create ongoing value for customers

Previous two rows +:• Company

structure• Budgeting

process• Operating

Rhythm, etc…

• Incremental Innovation

• Teams aligned to Purpose

• Lean Culture embedded in business

Eduardo NofuentesThe Agile Contact Centrewww.theagilecontactcentre.com.aueduardo@theagilecontactcentre.com.au+61407 450 640

THANK YOU

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