Download - Agile Mindset For Executives
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
The Agile ImperativeAn Introduction to Agile For ExecutivesMichael Tarnowski, Plays-In-Business.comJosh Hallett, https://www.flickr.com/photos/hyku/421684654/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
“The world is becoming turbulent faster than companies are becoming resilient”
Gary Hamel - HBR
The “fog of the future” requires greater focus creating an “execution culture”
Donald Sull - London School of Business
Volatility is redefining the business environment and today’s “best practices” are completely inadequate
Gary Hamel - HBR
We now live in a VUCA World that requires leaders and organizations to become more AGILE if they aim to be successful and survive!
Why Agile or Business Agility?Speed and Agility Training, https://www.flickr.com/photos/speedandagilitytraining/4440690268/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
The Key To Survival In A Constantly Changing Environment
“In times, where chaos, turbulence and rapidly changing business environment has become the «new normal» “
Vision, Understanding, Clarity and Agility
is the VUCA Prime.”
Bob Johansen, Institute for the Future in Silicon Valley
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
When to Apply AgileSpeed and Agility Training, https://www.flickr.com/photos/speedandagilitytraining/4440690268/
Waterfall(“Best Practices”)
Agile(for anything complicated
or complex)
Stacey MatrixIssues or decisions are close to certainty when cause and effect linkages can be determined.
The vertical axis measures the level of agreement about an issue or decision within the group, team or organization.
(Rational Decision Making)
(Political Decision Making)
(Complex Decision Making)(Disintegration &Anarchy)
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
• Shorten Time to Market• Increase Productivity• Improve Alignment with the Business• Improve Predictability
Reasons to Adopt AgileHernán Piñera, https://www.flickr.com/photos/hernanpc/6788702542/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile in a Nut-Shell: Some Benchmarks
2015, http://techbeacon.com/survey-agile-new-norm
• an increased visibility, during the project life-cycle;
• a better adaptability;
• delivering biz value starting with the first iterations;
• managing lower and lower risks.
Reasons for Agile Adoption
Project Success and Failure Rates
When should I use Agile/Scrum vs Waterfall?• https://www.linkedin.com/groups/52030/52030-6197093360415551489• https://hbr.org/2007/11/a-leaders-framework-for-decision-making
https://www.versionone.com/agile-101/agile-software-development-benefits/
Benefits of Agile Development
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
You can face Agile from two perspectives:
• creating awesome, innovative products – Product Development
…or…
• creating high-efficient and performant collaboration between teams – Management, Organizational Design
Andy Wells, https://www.flickr.com/photos/31843304@N02/8562583593/sizes/c/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
WARNING: your Life Won’t Be The Same!Kanban Tool, https://www.flickr.com/photos/kanban_tool/20329271933/
All facets of your professional live will be touched:
• your personal way to live
• your organizational design
• your style of management
• your style of leadership
• your employee development
• your customer relationship
• …
• …
• …
• …
• …
Agile Will Turn Your Business Life Upside Down!
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Mapping The Pyramids@gapingvoid, http://www.gapingvoidart.com/gallery/now-vs-future/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Continuously Delivering Value djkaraok, https://www.flickr.com/photos/djkaraok/12752657623/
Agile is…• People-centric way to create innovative products and solutions
• Market-centric model to maximize business value
• Demand-Driven model based on lean principles:Continuous Delivery to avoid “waste”/muda
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Product Owner Challenger – Agile Game by Plays-In-Business.com: Agile Game Workshop Demonstrating Agile Adoptionhttp://www.plays-in-business.com/pochallenge-product-owner-challenge-game/
In Agile you do not get what
you ordered…
…you will get what you need, instead!
Agile in a Nut-Shell: Customer’s Need First!
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Customer Focus & Market Demand: Unshippable = Waste !http://blog.nongkhaidesign.com/tag/udon-thani/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Partially Done Has No Value!http://blog.nongkhaidesign.com/tag/udon-thani/
Definition of Done (DoD)consistent acceptance criteria across all User Stories (Requirements).
The DoD drives the quality of work and define when a User Story has been completed.
It is a simple list of activities (writing code, coding comments, unit testing, integration testing, release notes, design documents, etc.) that add verifiable/ demonstrable value to the product.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile in a Nut-Shell: Adaptive Development Approach
Adaptive process: the vision creates feature estimates• Time, Cost, and Quality are Fixed• Features (Requirements) are variable,
negotiable with the customer
Customer Happiness / Market Demand
Create a MVP – Minimal Viable Product, i.e. Minimal Released Product
Ship at end of each increment.
Create stand-alone solutions – increase value independently.
Feedback Loops are appreciated – no risk!
You can stop at each phase without loss! – “Pivoting”
1. Shift of UsabilityMarket Disruption
New Focus GroupsInnovation
Ship-It: Biz Value a
Ship-It: Biz Value b
Ship-It: Biz Value c
Ship-It: Biz Value d
Ship-It: Biz Value!
Time
Feat
ure/
Req
uire
men
ts
Hendrik Kniberg, crisp.se
Hendrik Kniberg, crisp.se,
2. Shift of UsabilityMarket Disruption
New Focus GroupsInnovation
3. Shift of UsabilityMarket Disruption
New Focus GroupsInnovation
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
1 3
2
4
Idea
Build
Launch
Learn
30 Days
1 Day 1 3
4
Idea
Build
Launch
Learn
2
Agile in a Nut-Shell: Adaptive Development Approach
Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust.Ken Schwaber, Jeff Sutherland
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
5 Day Design Sprint Framework (Jake Knapp, Google Ventures)http://www.gv.com/sprint/, https://zapier.com/blog/google-ventures-design-sprint/
Agile in a Nut-Shell: Adaptive Prototyping Approach
1 3
2
4
5 DaysIdea
Build
Launch
Learn
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Scrum Framework – Pull Principle
Product Backlog
24 hrs
1 - 2 weeks
SprintPotentially Shippable
Product
Sprint Backlog123456789
10 Features
(Requirements)
Product Backlog Item
1112
12345678
Tasks
Product Increment
Scrum it's a simple framework to organize in a different way how people perform their work.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Scrum Framework – Pull Principle
No Changes!in Duration or Goal
during Sprint
123456789
10 Features
(Requirements)
Product Backlog Item
1112
24 hrs
1 - 2 weeks
SprintPotentially Shippable
Product
Sprint Backlog12345678
Tasks
Product Increment
3 Artefacts:Product Backlog, Sprint Backlog, Product Increment
3 Roles:Team, Product Owner, Scrum Master
4 Ceremonies:Sprint Planning, Daily Standup, Sprint Review, Retrospectives
The team has complete control over the amount of work it takes on: team is self-organized, it pulls only the tasks they can handle in one sprint!
No “(Project)”Managers!
Scrum teams are cross-functional, including the skills (but ideally not the job titles) of software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc.
Product Owner
Prioritizes features:Product Backlog
Scrum Master
Daily Scrum Standup meeting
(15 min)
Sprint Review
Retrospective(after 4-5 sprints)
Backlog Refinement Meeting
(during each sprint)
Sprint Planning Meeting
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
blog.crisp.se
Scaling Agile – Agile Project Management
Scaled Agile Framework – SAFE: http://scaledagileframework.com/
Large Scale Scrum – LeSS: https://less.works/less/framework/index.html
Nexus – https://www.scrum.org/Resources/The-Nexus-Guide
http://www.cio.com/article/2974436/agile-development/comparing-scaling-agile-frameworks.html
Continuous Value Stream(s)
Project / Product LevelProduct AProduct C
Product B
SM‘
PO‘
SM‘
PO‘
SM‘
PO‘
Team LevelTeam 01Team 03 Team 02
Team 04
SM
PO
SM
PO
SM
PO
SM
PO
Sprint Planning Meeting with all teams (≥120 pls, 2 days, each ≈8 weeks)
Minimize handovers –
Less meetings as possible!
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Success = “Smoth” Tool Chain
Agile Project Mgt Tools:• Jira, Atlassian.com (DOORS, SAP interf.)• Ralley, CA Software• VersionOne.com• …..
Task / Requirements & Release Planning
Task / Requirements & Release Planning
Delivery & Deployment
„Total Value“ of all implemented requirements
in a sprint „How many“ requirements are implemented in a sprint (Velocitity)
Reporting & Status Monitoring
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Controlling something, not someonehttp://www.forbes.com/sites/jurgenappelo/2015/12/30/why-management-is-dead-is-stupid/Scott Lewis, https://www.flickr.com/photos/99781513@N04/16662111864/
Agile Managers recruit and construct teams, gather and provide feedback, guide career paths, and coach results.
They set the Vision clearly, in a way that the team
can adopt it as their own..
But, never ever, they command how to do
tasks.
Trust the people doing the job.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Traditional Project ManagerMicro-management & Bureaucracy:
Stop; Wait, Go!
Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; Pete Bellis, https://www.flickr.com/photos/video4net/4103124627/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile ManagerNo central directions to be followed.
Instead drivers need to apply a number of rules to their own local position in the junction.
Self-organisational teams
Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; Andrew Skudder, https://www.flickr.com/photos/skuds/48288551/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; David Skinner, https://www.flickr.com/photos/branestawm/17088955200/;
SCALING traditional approach
Bureaucracy & Command-n-Control
At it‘s best!
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; Swindon roundabout, Great Britain, https://www.youtube.com/watch?v=6OGvj7GZSIo
SCALING Agile approach
Adopt to increasing complexity.
And self-organization remains!
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; http://60let.com/2015/09/27/accident-prevention-traffic-lights-to-make-safer-roundabouts/
Agile in Waterfall environments
Over-Control – SABOTAGILE the agile transformation
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Is AMINDSET
Described By 4 VALUES
Agile Values Graphic inspired by Ahmed Sidky, ICAgile, Riot Games
Defined By 12 PRINCIPLES
Manifested In MANY PRACTICES
Agile Manifesto 2004, http://agilemanifesto.org/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Is AMINDSET
Defined By 12 PRINCIPLES
Satisfy the customer through early and continuous delivery…
Welcome changing requirements, even late in development…
Deliver working software frequently…
Business people and developers must work together…
Build projects around motivated individuals….
Face-to-face conversation…
Working software is the
primary measure of progress.
Agile processes
promote sustainable
development
Continuous attention to
technical excellence
Simplicity – the art of maximizing the amount of
work not done…
Self-organizing teams….
Team reflects on how to become more effective…
Agile Principles Graphic inspired by Ahmed Sidky, ICAgile, Riot Games
Agile Manifesto: A set of guiding concepts supporting you in implementing agile projects. http://agilemanifesto.org/principles.html
Described By 4 VALUES
Individuals and their interactions
Delivering working software / products
Responding to change
Customer collaboration
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Is AMINDSET
Agile Practices Graphic inspired by Ahmed Sidky, ICAgile, Riot Games
Manifested In MANY PRACTICES
LeanKanban
Mindsets
Scrum
LeSSSAFeNexus
Frameworks (Scaling)
DSDM
TDD
FDD
BDD
Crystal
XP
Methods
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile ValuesNina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/
Individuals and Interactionsover Processes and Tools
Respect for the worth of every personTruth in every communicationTransparency of all data, actions, and decisionsTrust that each person will support the teamCommitment to the team and to the team’s goals
Working Softwareover Comprehensive Documentation
Working software is one of the big differences that agile development brings. The “Definition of Done (DoD)” defines “working software”.The DoD also covers the extent of documentation as essential and valuable deliverables.
Customer Collaboration over Contract Negotiation
Cooperate and collaborate in short feedback loops and direct contact with the customers continuously.
Responding to Change over Following a Plan
Changes always improve a
product; changes provide additional value.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile ValuesNina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/
Our highest priority is to
satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the
customer's competitive advantage.
Business people and
developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
Working software is the
primary measure of progress.
Deliver
working software frequently, from a couple of weeks to a couple of months, with a preference to the
shorter timescale.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile ValuesNina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/
Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
Continuous attention to
technical excellence and good design enhances agility.
Simplicity – the art of maximizing
the amount of work not done – is essential.
The best architectures, requirements, and designs
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 most efficient and effective method of conveying information to and within a development team is
face-to-face conversation.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Traditional Team & Agile TeamForbes, http://www.forbes.com/sites/stevedenning/2016/09/08/explaining-agile/
AGILE TEAM• Autonomous (self-organized)• Team responsibility – ”blame the team”• No silo-ing – Cross-functional• Much interaction
BUREAUCRATIC TEAM• Top Down• Individual responsibilities – ”blame the person”• Trend to “silo-ing”: department boundaries• Little Interaction
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Self-Organizing Teams
A group of motivated individuals, who work together toward a goal, have the ability and authority to take decisions and readily adapt to changing demands.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Self-Organizing TeamsDVIDSHUB, https://www.flickr.com/photos/dvids/5546514579/
Essentials of Self-organizing Teams
Ownership & Commitment: they pull work for themselves and don't wait for their leader to assign work.
Self Management: they manage their work (allocation, reallocation, estimation, re-estimation, delivery, and rework) as a group.
Coaching & Mentoring: they require mentoring and coaching, but they don't require "command and control."
Communication: they communicate more with each other.
Learning: they continuously enhance their own skills and recommend innovative ideas and improvements.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Self-Organizing TeamsU.S. Army, https://www.flickr.com/photos/familymwr/5081186618/
Essentials of Self-organizing Teams
Competency: Individuals competent for the job at hand. Result: confidence in their work and no need for direction from above.
Collaboration: They work as a team rather than as a group of individuals. Teamwork is encouraged.
Motivation: Team members are focused and interested in their work.
Trust and respect: Team members trust and respect each other. They believe in collective code ownership and are ready to go the extra mile to help each other resolve issues. No “Blame-Game” .
Continuity: The team stay together for a reasonable duration; changing its composition every now and then doesn't help.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Team Building – Cross Functional TeamsJeremy Keith, https://www.flickr.com/photos/adactio/16214923873/
Cross-Functional Teams• There are the right people (skill set) on the
team to do the job.
• They are led from within the team, not managed.
• They understand their mission.
• They communicate and collaborate continuously.
• They are accountable for their results.
Cross-Functional Teams ≠ Cross-Functional People• cross-functional people do not possess
every required skill set
• experts in the individual skill sets required who can complement and work well with the rest of the team.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
What Drives People? – 3 Pillars of Intrinsic Motivation!specchio.nero, https://www.flickr.com/photos/65242918@N05/8703538435/, george erws, https://www.flickr.com/photos/erwss/3129884643/, Gene Kogan, https://www.flickr.com/photos/genekogan/15090583026/
Mastery
Purpose
Autonomy
Daniel Pink: Drive. The Surprising Truth What Motivates Us.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Agile Leadership – No Silos!Rex Hammock, https://www.flickr.com/photos/docsearls/5500714140/
Organisational silos:
• Business politics: “Turf-wars” between departments / sites
• Organisational Department Boundaries (Matrix-Organisation)
• Multiple Tools, or Formats to store Information
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
The biggest Threat to InnovationJuly 2016 Gartner Financial Services Innovation Survey, via @ValaAfshar, pic.twitter.com/CHsF3dyHlD
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
If You implement Agile without Mindset…
Paul Keller, https://www.flickr.com/photos/paulk/5131407407/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Q: Five birds are sitting on a wire. Four decide to jump off. How many birds are left on the wire?
killabodhi, https://www.flickr.com/photos/23200601@N05/2222767202/
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Q: Five birds are sitting on a wire. Four decide to jump off. How many birds are left on the wire?
killabodhi, https://www.flickr.com/photos/23200601@N05/2222767202/
A: Five, because deciding and doing are not the same thing.
www.plays-in-business.com
ww
w.P
lays
-in-B
usin
ess.
com
Twitter: @M_Tarnowski, @PlaysInBusinessFacebook: http://bit.ly/PiB-FBLinkedIn: http://bit.ly/MT-LinkdInXing: http://bit.ly/MT-XingSlideShare: http://bit.ly/MT-SShare
Or call me: +49-172-69 152 61
You Enjoyed It? – Drop me a note:[email protected]
This document may be further distributed free-of-charge in its original, complete form only. Please credit Plays-in-Business.com.
All images used are – if not stated otherwise – taken from flickr.com under Common Creative License.Julien GONG Min, https://www.flickr.com/photos/bfishadow/3634884928/