agileforall.com Making Agile a Reality®

An Insider’s Look at the CAL

@tptman

PETER GREEN peter.green@agileforall.com

Making Agile a Reality®

@tptman

CS4 vs. CS5Adobe After Effects

Peak bugs reduced to 50% of previous cycle

CS2 vs. CS3Adobe Audition

Peak bugs reduced to 33% of previous cycle

CS4 vs. CS5Adobe Premiere Pro

Peak bugs reduced to 43% of previous cycle

CS5 vs. CS5.5Adobe Flash Pro

Peak bugs reduced to 36% of previous cycle

Pre Scrum Post Scrum

Bug Curves Before & After Scrum

Making Agile a Reality®

@tptmanPre Scrum Post Scrum

@tptman

Agile Success !

Making Agile a Reality®

@tptman

Fairly or Very Agile58%

Somewhat Agile38%

Not at all Agile3%

How  agile  is  your  team?

Making Agile a Reality®

@tptman

90% said they’d use agile if the choice was completely up to them.

No10%

Yes90%

If  it  was  up  to  you,  would  your  team  use  an  agile  approach?

Making Agile a Reality®

@tptman

NPS = 41% Detractors13%

Neutral33%

Promoters54%

9 or 107 or 8

0-6

From 0-10, how likely are you to recommend an agile approach?

Making Agile a Reality®

@tptman

▪ 65% thought the team actually followed their selected agile approach

▪ 15% didn’t

Agree or Strongly Agree65%

Neutral20%

Strongly Disagree or Disagree15%

Does your team follow the agile approach you’ve selected?

Making Agile a Reality®

@tptman

Agree or Strongly Agree65%

Neutral20%

Strongly Disagree or Disagree15%

Agree or Strongly Agree44%

Neutral25%

Strongly Disagree or Disagree31%

Team is Agile Management is Agile

Agree or Strongly Agree34%

Neutral30%

Strongly Disagree/Disagree36%

Agree or Strongly Agree78%

Neutral13%

Strongly Disagree/Disagree9%

AllResponses

JustManagers

Agility rating

@tptman

Agile Success?

Agile Success !

Making Agile a Reality®

@tptman

Making Agile a Reality®

@tptman

2013 2014 2015 2016 2017

Making Agile a Reality®

@tptman

WHAT WORKS?

Leadership Development

Cultural Paradigms

Organizational Patterns

Leadership Development

How  adaptable  and  capable  am  I  at  meeting  the  complexity  of  our  business?

How  self-­‐aware  am  I?      What  do  I  pay  attention  to?

Am  I  evolving  at  a  pace  that  ensures  relevance  and  can  lead  change?What  impact  do  I  create  across  the  organization?    What  is  my  impact  in  every  context  in  which  I  am  required  to  lead?

Making Agile a Reality®

@tptman

Making Agile a Reality®

@tptman

Making Agile a Reality®

@tptman

Making Agile a Reality®

@tptman

LOWEST PERFORMINGHIGHEST PERFORMING

Bottom  10%Top  10%

Cultural Paradigms

Making Agile a Reality®

@tptman

Dr. Clare W. Graves

Making Agile a Reality®

@tptman

1960-1969 Data Validation

Don E. Beck Ken Wilber Frederic LalouxChristopher Cowan

1950 1960 1970 1980 1990 2000 2010

1970: Journal  of  Humanistic  Psychology

1974:  The  

Futurist

Graves, Beck 1975-1986

1986-1996 Beck, Cowan

Dr. Clare W. GravesData Collection

1952-1959

1996:

2014:

Making Agile a Reality®

@tptman

Video Version of Laloux Culture Model: https://vimeo.com/121517508

Making Agile a Reality®

@tptman

Powerful Fast

Impulsive/Powerful Power and Dominance, Heroism, Avoidance of Shame

Unstabile Short-Term

Making Agile a Reality®

@tptman

Powerful Fast

Impulsive/Powerful Power and Dominance, Heroism, Avoidance of Shame

Conformist/Absolute Follow Authority, Social Roles, Absolute Truth

Reliable Stable

Unstabile Short-Term

Dogmatic Classist

Making Agile a Reality®

@tptman

Powerful Fast

Impulsive/Powerful Power and Dominance, Heroism, Avoidance of Shame

Conformist/Absolute Follow Authority, Social Roles, Absolute Truth

Reliable Stable

Unstabile Short-Term

Dogmatic Classist

Innovative Meritocracy

Achievement/Enterprising Goal Driven, Success-Oriented, “Get Ahead”

Ego-driven Unfulfilled

Making Agile a Reality®

@tptman

Powerful Fast

Impulsive/Powerful Power and Dominance, Heroism, Avoidance of Shame

Conformist/Absolute Follow Authority, Social Roles, Absolute Truth

Reliable Stable

Unstabile Short-Term

Dogmatic Classist

Innovative Meritocracy

Achievement/Enterprising Goal Driven, Success-Oriented, “Get Ahead”

Ego-driven Unfulfilled

Caring Friendly

Pluralistic/Egalitarian Community, Relationship Driven, Collaborative

Indecisive Critical

Making Agile a Reality®

@tptman

Powerful Fast

Impulsive/Powerful Power and Dominance, Heroism, Avoidance of Shame

Conformist/Absolute Follow Authority, Social Roles, Absolute Truth

Reliable Stable

Unstabile Short-Term

Dogmatic Classist

Innovative Meritocracy

Achievement/Enterprising Goal Driven, Success-Oriented, “Get Ahead”

Ego-driven Unfulfilled

Caring Friendly

Pluralistic/Egalitarian Community, Relationship Driven, Collaborative

Indecisive Critical

Authentic Integrator

Evolutionary/Integrated Sees the System, Purpose Driven, Wisdom beyond Rational

Too Soon To Tell

Making Agile a Reality®

@tptman

Powerful Fast

Impulsive/Powerful Power and Dominance, Heroism, Avoidance of Shame

Conformist/Absolute Follow Authority, Social Roles, Absolute Truth

Reliable Stable

Unstabile Short-Term

Dogmatic Classist

Innovative Meritocracy

Achievement/Enterprising Goal Driven, Success-Oriented, “Get Ahead”

Ego-driven Unfulfilled

Caring Friendly

Pluralistic/Egalitarian Community, Relationship Driven, Collaborative

Indecisive Critical

Authentic Integrator

Evolutionary/Integrated Sees the System, Purpose Driven, Wisdom beyond Rational

Too Soon To Tell

Organizational Patterns

More Info about patterns: http://agileforall.com/agile-organizations/

@tptman

Legit Teams

Agilists are GREAT at creating

these things

@tptman

Results

Accountability

Commitment

Healthy Conflict

Trust

The Five Keys to a Successful Team

Psychological Safety

Dependability

Clarity and Structure

Meaning of Work

Impact of Work

Legit Teams:

@tptman

Results

Accountability

Commitment

Healthy Conflict

Trust Psychological Safety

Dependability

Clarity and Structure

Meaning of Work

Impact of Work

The Five Keys to a Successful Team

These things are MUCH harder at

scale

@tptman

Shareholder Value

Customer Delight & Shared Purpose

@tptman

Predicting & Controlling

Embracing Complexity

@tptman

1700%

Efficiency Engagement & Adaptability

@tptmanDirected

GroupsAutonomous Teams

@tptman

Rigid Hierarchies

Human Systems

@tptmanStructured

CommunicationsRadical Transparency

@tptman

Working Software, Every Sprint

Complicated Processes

Simple Rules

@tptman

Heroic Leadership

Transformational Leadership

Making Agile a Reality®

@tptman

2013 2014 2015 2016 2017

Making Agile a Reality®

@tptman

Making Agile a Reality®

@tptman

Discount Code: PHXSUG

Or use these links:CSM: March 7-8

CSPO: March 9-10 CAL: March 14-16