agile sustainability - agile 2012-1...breakoutsession 1 managers and executives are key in agile...

Keeping the Dream Alive Keys to Agile Sustainability

©2012 Susan DiFabio and Dan Neumann

We are

Agile! WERE

Sustainability beyond the transition.



Metrics

Management

Culture

Organizational Culture or

“How we do things ‘round here”


Organizational Cultures

Collaboration Control

Cultivation Competence

From The Reengineering Alternative by William E. Schneider ©2012 Susan DiFabio and Dan Neumann

Control -‐‑Authoritative -‐‑Prescriptive -‐‑Hierarchical

-‐‑Standards Oriented

Collaboration -‐‑Team Focused -‐‑Participative -‐‑Trusting -‐‑Diverse

Cultivation -‐‑Personal -‐‑Nurturing

-‐‑Inspirational -‐‑Subjective

Competence -‐‑Standard SeMing -‐‑Task Driven -‐‑Efficient -‐‑Objective

Unit Testing

Mandate it


Professional Pride

Work With The Culture

Collaboration Control

Cultivation Competence

Easy: prescribing Agile processes Hard: team empowerment

Personal Impersonal

Potentiality A

ctua

lity

Schneider Culture Model ©2012 Susan DiFabio and Dan Neumann

Easy: customer collaboration Hard: imposing new practices

Easy: valuing people Hard: Focus, time-‐‑boxes

Easy: valuing quality Hard: humility; simplicity

Other Cultures


Breakout Session

Each culture has its strengths. In this breakout, explore how to use the culture’s strengths to sustain the Agile transition. 1.  What is your organization’s culture? 2.  What are its strengths? 3.  What Agile sustainability tactics fit the culture? 4.  What Agile sustainability tactics clash with the

culture?


Set Teams Up For Success


All In Executives

Managers

Teams


12

Real Purpose

Real Team

Infor

matio

n Abo

ut the

W

ork

Mater

ial S

uppo

rt

Acce

ss to

Exp

ertis

e

Conn

ectio

n to t

he O

rg.

High Performance

Courtesy of Esther Derby: http://www.estherderby.com/2011/11/miss-the-start-miss-the-end.html

Breakout Session

Managers and executives are key in Agile sustainability. In this breakout, explore how management creates real team and real purpose. Consider the teams you work with. 1.  What has management done to ensure “Real Teams”? 2.  What could be improved? 3.  What has management one to ensure “Real Purpose”? 4.  What could be improved?


Measure For Information


Information vs. Evaluation

People know they are being

monitored

Outcome vs. Process Balance

Trends vs. Targets

Who is the right audience?


Metrics

Breakout Session

Measurement can lead to unintended consequences. In this breakout, explore the effect of measurement in your organization. Consider a metric you use. •  What is its intended purpose? •  What potential unintended behaviors could it

foster? •  How else might you realize the original purpose?



Metrics

Management

Culture

agile sustainability - agile 2012-1...breakoutsession 1 managers and executives are key in agile...

Documents