Agile Cambridge, 27-28 September 2012
Agile Transformations, the Good, the Bad and the Ugly
Wanda Marginean
Wanda Marginean [email protected]
WHY : The Vision. Has goal, aspira<on, emo<on, cause and belief HOW : The guiding principles. Has logic, a bias towards ac<on and provides an infrastructure of inten<on WHAT : Prac<ces and results. Is dynamic and organic
WHY do we want to become an Agile organisa7on?
HOW do we want to do it? WHAT do we need to do?
When does WHY go Bad and Ugly?
Woolly WHY or no WHY
Corporate level Departmental level Team level Personal level
Five Key Benefits of Agile, which all executives have heard about:
1. Reduced time-to-market
2. Increased quality
3. Reduced waste
4. Better predictability
5. Better morale
From: “The Truth About Agile Processes,” by Forrester Research analyst Carey Schwaber, 8/28/07
checkbook commitments
Not making the vision clear
JUST DO IT!
immediate RESULTS
"Apple is commi;ed to bringing the best personal compu7ng experience to students, educators, crea7ve professionals and consumers around the world through its innova7ve hardware, soBware and Internet offerings."
"Facebook's mission is to give people the power to share and make the world more open and connected." Zuckenberg’s own vision statement: "People
use Facebook to stay connected with friends and family, to discover what’s going on in the world, and to share and express what maOers to them."
Famous quote from Steve Jobs in the 1980’s: "Man is the creator of change in this world. As such he should be above systems and structures, and not subordinate to them."
WHY do YOU want to become an Agile
organisation?
When does HOW go Bad and Ugly?
Principles to follow Slowing down in order to speed up Investing time and effort
Think about:
FOLLOWING the PLAN
Maintaining culture that doesn’t support CHANGE
0
20
40
60
80
100
1 2
3 4
5
Perc
ent
Number of Simultaneous Projects
Time spent working Context switching time
Gerald Weinberg, Quality Software Management: Systems Thinking
Not slowing down to speed up
the same
metrics
traditional performance
appraisals
rewarding individual
heroics
ignoring the need for infrastructure
not pulling
testing FORWARD
pushing deliver
to
Build Build Build Test
2 weeks 4 weeks 6 weeks 8 weeks
8 weeks <ll shippable
6 weeks <ll shippable
4 weeks <ll shippable
often see this
Build T Build T Build T Build T
2 weeks 4 weeks 6 weeks 8 weeks
No feature more than 2 weeks from shippable
a little better
Start testing here…
… instead of here
Why not this?
Define your HOW
Agile manifesto
Principles of Lean
Principles of Product Development
Learn
Build Measure
Principles of Lean Startup
V0.81
Or mix of all… • take a phased approach, inspect and adapt • transparency and collabora<ve decision making • servant leadership • bring tes<ng forward • release more frequently • limit queues of work • implement feedback loops • accept we need help -‐ agile coaching • implement infrastructure to support new approach
When does WHAT go Bad and Ugly?
We “can’t” create teams
IGNORING THAT TEAMS PERFORM BETTER THAN INDIVIDUALS
• Persistent • Cross-functional • Multi-disciplinary • WIP limit • Slack time • Metrics (throughput, velocity) • Mid-range planning • Continuous improvement
Retrospectives Ineffective use of
What are we doing well?!!What’s not serving! us as a team?!!What would we change to improve?!
Retrospectives what we mean by
No retrospectives
Ignored
There is absolutely nothing !wrong! !
NO Action
lack of full planning participation
what is the cost of not having the information?
insights through dialogue
Acceptance and commitment
unavailable product owner
communicating or, too busy for all the
bad scrum master
COMMAND CONTROL
and
serve and facilitate
remove impediments
not having a onsite coach
who cares? who listens?
advise, motivate protect and serve
team lacking authority
red tape decisions
Bureaucracy assumes mediocrity
Agile assumes competence
Everyone Pulling
Together!
CHANGE is HARD
Rever7ng to form
Nothing would be done at all If we waited until we could do it so well That no one could find fault with it
Cardinal Newman
WHY : The Vision. Has goal, aspira<on, emo<on, cause and belief HOW : The guiding principles. Has logic, a bias towards ac<on and provides an infrastructure of inten<on WHAT : The Method. The results and prac<ces both dynamic and organic
CALL ACTION
Start from asking yourself: WHY are we doing this agile transformation? …answer it on the organisational as well as personal level
TO
This Way To
Successful Agile
Transformation
Thank you
3 Keynotes – • Ryan Martens, Rally's Founder & CTO • Dean Leffingwell, World Renowned Agile Author & Methodologist
3 Tracks – • BUILD IT -‐ Speed a wide-‐scale adop<on model with new and innova<ve Agile ideas • STEER IT -‐ Bring Agile to the porcolio level of your business • GO -‐ Build powerful, custom Rally applica<ons, reports and dashboards for beOer decision-‐making and sharing.
3 Learning Opportuni7es –
• Rally Technical Training: 10 October | 13:00 -‐ 16:00 • Scaled Agile Framework Training: 9-‐10 October | Dean Leffingwell • Be;er Collabora7on Through Facilita7on: 9-‐10 October | Jean Tabaka
Learn more and Register – www.rallydev.co.uk or hOp://bit.ly/RallyON