o inferno da transformação ágil
TRANSCRIPT
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The Agile Transformation Hell
By Vitor Queiroz
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Who am I?
● Software Architect● Agile Coach ● Have been through some Agile Transformations
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It's not about changing one team.
It's about changing the whole system.
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What about you? Which stage are you in?
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Agile Transformation Stages
Imagine Highway to Hell
Stairway to Heaven
John Lennon
AC/DC
Led Zeppelin
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Let's talk about the "Highway to Hell" stage today.
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Have fun !
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What we will not talk about today...
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Agile: How it used to be
vs. How it is today
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Back then...
● Obscure
● Dangerous
● Mythical
● Just the crazy ones
tried it
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… Now
● Cool
● Necessary
● Efficient
● The market
demands it
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Suddenly, everyone wants an AGILE COACH
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Not a Scrum Master, an AGILE
COACH
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Even though they do not exactly know why...● Is it a Project Manager?● Is it a Product Manager?● Is it a Scrum Master?
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Agile Transformation or Agile Adoption?
What??? Hey!! I just want to be Agile OK?
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Agile adoption
Is about "Agile doing."
Is about knowing tools, applying techniques.
Is the beginning.
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Agile transformation
Is about "Agile being."
Is about environments, culture, mindset.
Is the result.
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Agile adoption
Creates cultural conflicts.
Poor conflict management creates problems.
Conflicts will happen anyway, so learn how to deal with it.
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"Ready to go" models won't work the first time
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To change something at its core...
You need to understand how it works first
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System thinking
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Schneider Culture Model
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Agile Culture
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Understand where you are:● How is the culture?● How are the problems related to the
culture?● Prioritize the problems to attack.
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Stop pushing Agile
● In fact, nobody wants to be Agile● They just want to improve their value
delivering● Use Agile as a mean, not as an end goal
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Measure the current state● How many bugs do you have?● How hard is it to deploy something?● How hard is it to validate a hypothesis?● How hard is it to measure progress?
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Everybody has some kind of pain
● C-Level, Directors● Middle Managers● Developers, Business Analysts, Testers
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Everybody has some kind of pain
● Strategic Level pain● Management Process pain● Development pain
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Understand how the pains are connected
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Understand the current flow
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Choose tools that leverage results
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Keep measuring the results
● Share the successes● Share the failures● Create rapport
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Conflicts and Problems
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Big "ready-to-go" frameworks● You can't install Agile● Big complex diagrams, when pushed, will
fail● You can't run an Agile Transformation in 2
months● The consultant ALWAYS goes away
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The Spotify model (squadification)
● "We watched the Spotify video" - first warning
● "We created the squads already" - second warning
● "But we had to adapt" - third warning
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But… it works on Spotify
● It took YEARS for Spotify to reach this result
● It took a lot of "try-fail-change"● It's not a "copy-and-paste" model● If you don't care about the values, don't
even try
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Higher management support
● The C-Level, President, and Directors must understand what changes will be caused
● You can't work on an Agile Transformation and deal with hierarchy issues at the same time
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Middle management interference
● They can say it's OK, but may change their mind in the near future
● They can be afraid about become meaningless● You need to provide coaching and training to
change them into facilitators● Don't fight them, invite them to work together
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Team issues
● Nobody becomes Agile just because the boss told them to
● Empower them by showing that they can suggest changes
● Give them tools to check their own progress● Celebrate their victories● Expose them to new approaches (conferences,
events, etc)
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Understand, teach, change
● Understand the way they work● Teach new patterns to solve problems● Give them the freedom to break patterns to
improve even more● Always measure the results--it gives a sense of
evolution and progress
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Start small and let it grow
● Put "trojans" in the system● Collect feedback● Measure the results, change more● Wait untill the system absorbs the changes● Do it again
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That's it - Thank you!