the power of why

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 20102

!The power of Why!

By Geir Amsjø, Agile42

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.

The 5 whys

Ask “why?” over and over again like a curious little child - and you will understand things better


The 5 whys

Use it to find root causes of problems


What is a Mindset?

I never tried that before .. so I am sure I am good at it


Two kinds of Mindset

Fixed Growing

“I am great in maths, but suck in sports” “I have a talent for skiing, but lack completely ball feeling”

“If I exercise more I will probably get better in sports” “I need to work on my ball feeling”

“This is the way we do it around here”

“What changes do we need to adapt and to get better”


?


Defined Process Control

Institutionalizing a fixed mindset Institutionalizing a Growing mindset

Empirical Process Control


Process Control vs Complexity

The Cynefin Framework

From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business

Review, NOV 2007.


Process Control vs Complexity

The Cynefin Framework

Defined Process Control

Empirical Process Control

From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business

Review, NOV 2007.


The Golden Circles

What

How

Why

Simon Sinek Startwithwhy.com


The Whys

of Agile


Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Ahmed Sidky, Executive Vice President, Santeon


Focus

Trust Commitment

Courage

Transparency

Collaboration

Discipline Openness

Simplicity

VALUES


Focus

Trust Commitment

Courage

Trans- parency

Collaboration

Disci- pline

Openness Simplicity

AGILE VALUES


Collective ownership

Cross- functional teams Self- organization

Frequent deliveries Continuous Process Improvement

Customer Value

Quality focus

Limit Work in Progress

Empirical process control

Sustainable pace Craftsmanship

PRINCIPLES

Pull

Focus

Trust Commitment

Courage

Trans- parency

Collaboration

Disci- pline

Openness Simplicity


AGILE VALUES AND PRINCIPLES


Cross-

functional teams Self-

organization

Frequent deliveries

Customer Value

Quality focus

Craftsman- ship

Limited Work in Progress


Sustainable pace

Continuous Process

Improvement

Pull

Focus

Trust Commitment

Courage

Trans- parency

Collaboration

Disci- pline

Openness Simplicity


User Stories

Planning Poker

Pair Programming

TDD

Spec. by Example

DDD

BDD

Continuous Integration

Usability Testing

Burndown Chart Product Backlog Grooming

ATDD

Product Canvas

Value Stream Mapping

“5 Whys”

Sprint

Sprint planning

Sprint review

Daily stand-up

Retro- spectives

Kanban

Story Mapping Kano Analysis

Information Radiators

Task Board

Effect Mapping

PRACTICES

MVP MMF Innovation Accounting


Cross-


organization

Frequent deliveries

Customer Value

Quality focus

Craftsman- ship



Sustainable pace

Continuous Process

Improvement

Pull

Focus

Trust Commitment

Courage

Trans- parency

Collaboration

Disci- pline

Openness Simplicity


AGILE VALUES, PRINCIPLES AND PRACTICES

“Be Agile”

“Do Agile”

User Stories

Planning Poker

Pair Programming

TDD

Spec. by Example

DDD

BDD

Continuous Integration

Usability Testing

Burndown Chart Product Backlog Grooming

ATDD

Product Canvas

Value Stream Mapping

“5 Whys”

Sprint

Sprint planning

Sprint review

Daily stand-up

Retro- spectives

Kanban

Story Mapping Kano

Analysis

Information Radiators

Task Board

Effect Mapping

MVP MMF Innovation

Accounting


Cross-


organization

Frequent deliveries

Customer Value

Quality focus

Craftsman- ship



Sustainable pace

Continuous Process

Improvement

Pull

Focus

Trust Commitment

Courage

Trans- parency

Collaboration

Disci- pline

Openness Simplicity

www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”

•  Shape defines strategic relationships •  Leads to independent actions •  Weak control mechanisms •  Lacks holistic perspective

•  Broadens scope for multiple strategic relationships

•  Generates teamwork and shared outcome ownership

•  Allows for outcome-driven control of effort (just enough effort)

•  Holistic perspective allows for responsive action

vs.

Agile Strategy Mapping guides effective action


Agile Strategy Map - Main Objective

Perform Birkebeinertrippelen

2014

Strategic Objective(s) Description of a desired outcome with key differentiators

Goal or Objective


Agile Strategy Map - Possible Success Factors

Perform Birkebeinertrippelen 2014

Improve classical ski technique

Sustainable basic training

Good enough equipment

No injuries

Possible Success Factors - Skills or Capabilities - Relationships or Interactions - Constraints or Targets

Sufficient specific training


Agile Strategy Map - Possible Success Factors

Perform Birkebeinertrippelen 2014 Improve classical

technique ski

Sustainable basic training

No injuries

Good enough equipment

Sufficient specific training

Necessary Conditions Minimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until actionable backlog items are identified.

Strength exersice Do not overdo it!

Get hart rate watch Understand stretching

Allocate enough time

CLarify with family

Get classical course

Access to snow

Plan mountain trips

Use rollerski in sommer

Get ski preparation gear

Get better bike Do spinning in wither

SATS Membership


Thank You !


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the power of why

Documents

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harvard business

parency collaboration

quality focus

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