the agile mindset - agility across your organization
DESCRIPTION
In this talk from the 2014 TriAgile conference, Cory Foy reveals secrets of why innovative techniques to agility are so difficult in our corporations, why that's a bad thing, and what we can learn from Lean Startups and a relentless and ruthless focus on removing delays to make it better.TRANSCRIPT
The Agile Mindset: Agility Across the
OrganizationCory Foy | [email protected] | @cory_foy
http://www.coryfoy.com http://www.prettykoolapps.com
Sunday, May 4, 14
Act I: The Case for Agility
Sunday, May 4, 14
Agile
http://www.flickr.com/photos/b1ue5ky/3621908203
/ˈajəl/1. Doesn’t Exist2. Describes project management that wants to seem “hip”3. May refer to the Agile Manifesto, or one of the myriad of frameworks and methodologies sprung from the manifesto, or a collection of practices and tools which somewhat resemble one of the myriad of frameworks and methodologies under the agile manifesto
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Agility != Agile
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“You don’t want me to tell you what’s feasible, you just want me to tell you if we can do it at all costs”
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The process that companies have optimized for execution inevitably interfere with the search processes needed to
discover a new business modelhttp://steveblank.com/2014/03/26/why-internal-ventures-are-different-from-external-startups/
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“75% of those organizations using Scrum will not succeed in getting
the benefits that they hope for from it”
- Ken Schwaber
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http://www.flickr.com/photos/angeldye/9649741183
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[Agility] happens not by exception, but is integral to all parts of the firm
- (apologies to) Steve Blank
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Corporation - Permanent organization designed to
execute a repeatable, scalable business model
http://steveblank.com/2014/03/04/why-companies-are-not-startups/
http://www.flickr.com/photos/lewicki/7631355524 http://www.flickr.com/photos/23065375@N05/2246558373
Startup - Temporary organization in search of a
repeatable, scalable business model
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Visionary Companies distinguish their timeless core values
(which should never change) from their operating practices and business strategies (which
should be changing constantly in response to a changing world)
- Jim Collins, Built to Last
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http://www.flickr.com/photos/bristolmotorspeedway/3381857259
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http://www.flickr.com/photos/adforce1/2841772751Sunday, May 4, 14
http://www.flickr.com/photos/12495774@N02/2405297371
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Realize Business Value Faster
Stop Startingand
Start Finishing
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Act II: Visualizing Agility
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http://www.flickr.com/photos/st3f4n/4370816189
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Low Context; Low Discovery; Needs Strict Guidelines
Individual
Team
Project
Program
Organization
Forces: Need heavy upfront analysis and strict project management, but
don’t need context
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Low Context; Low Discovery; Needs Strict Guidelines
High Context; Discovery of
Value; Intuition w/lightweight risk management
Novice Individual
Forming Team
Fully Defined Project
Value Defined Program
Follow the Plan Organization
Forces: Need heavy upfront analysis and strict project management, but
don’t need context
Forces: Need rapid analysis and discovery with people
who understand the context
Sunday, May 4, 14
Low Context; Low Discovery; Needs Strict Guidelines
High Context; Discovery of
Value; Intuition w/lightweight risk management
Novice Individual Expert
Forming Team Performing
Fully Defined Project Discovery Based
Value Defined Program Value Discovered
Follow the Plan Organization Respond to Change
Forces: Need heavy upfront analysis and strict project management, but
don’t need context
Forces: Need rapid analysis and discovery with people
who understand the context
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Sunday, May 4, 14
Scope
Cost Schedule
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Scope
Cost Schedule
Level 1
Level 5
Sunday, May 4, 14
Scope
Cost Schedule
Level 1
Level 5
Sunday, May 4, 14
Scope
Cost Schedule
Level 1
Level 5
Sunday, May 4, 14
Scope
Cost Schedule
Level 1
Level 5
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Act III: Moving Towards Agility
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1 2 3 4 5
Practices Principles
Low Context; Low Discovery; Needs Strict Guidelines
High Context; Discovery of
Value; Intuition w/lightweight risk management
Novice Individual Expert
Forming Team Performing
Fully Defined Project Discovery Based
Value Defined Program Value Discovered
Follow the Plan Organization Respond to Change
Sunday, May 4, 14
Sprint Planning
Product Backlog
In Sprint?
Daily Standup
Do WorkSprint Demo
Retrospective
Done?Ship and Party!
Yes
No
Yes
No
RepeatDaily
Scrum
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SAFe
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Kanban
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1 2 3 4 5
Practices Principles
Scrum
SAFeKanban
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Systems Thinking
286.5 / 1592.5
7 weeks of work40 weeks to do the 7 weeks
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Relentless and Ruthless Search for Waste and
Delays
http://www.flickr.com/photos/kt/146500920
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IT/IS
Finance
Facilities PMO
HR
Vendor Mgmt
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• Deliver frequent increments (chunks) of valuable software• Automated Tests• Flexible Software• Cross-Functional Teams
Agility in Delivery
http://www.flickr.com/photos/restlessglobetrotter/128345994
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• Optimize for Collaboration• Open Spaces• Conference Rooms• Big Open Walls
Agility in Facilities
http://www.flickr.com/photos/sebastiaancollectie/13675406764Sunday, May 4, 14
• Prefer candidates capable of rapid analysis of changing situations• Prefer team builders to individual “rock stars”• Integrate the team into the hiring process• Allow for team-based metrics and performance reviews
Agility in HR
http://www.flickr.com/photos/olathegovnews/6936452113Sunday, May 4, 14
• SOWs align to features• Small increments where possible• Integrated with teams where possible• If part of flow, measure up to the handoff, and after receiving output to track internal cycle time
Agility in Vendor Management
http://www.flickr.com/photos/commissary/5031052250
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• Project decomposed to valuable slices• Managed using flexible units of time• Prioritized by Value• Sequenced by ROI• Just in time decomposition and planning• Focus on “Just Enough” Governance
Agility in Project / Product Management
http://www.flickr.com/photos/number10gov/11997928585
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• Avoid Long-Horizon Cost Estimates• Ignore Project Cost Planning and Variance Analysis• Keep Cost Options Open - Set a Project Budget, and don’t report below that• Enable “Unallocated” capacities - Buffers
Agility in Finance
http://www.flickr.com/photos/alancleaver/2750890246
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These changes enabled our finance and planning function to become truly agile and lean...together with a flexible organization, also enable deferred decision making when
planning the investments.
http://scaledagileframework.com/?wpdmact=process&did=NTUuaG90bGluaw==http://scaledagileframework.com/leanagile-financial-planning-with-safe/
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Deferred decision making or real options here means that based on a feedback, an agile and lean organization
may balance their investment portfolio based on the field feedback simply by reprioritizing the backlog priorities.
http://scaledagileframework.com/?wpdmact=process&did=NTUuaG90bGluaw==http://scaledagileframework.com/leanagile-financial-planning-with-safe/
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A company with multiple agile projects may thus flexibly balance the resources and the investments across the projects based on received feedback and needs, as well
as estimated payback functions.
http://scaledagileframework.com/?wpdmact=process&did=NTUuaG90bGluaw==http://scaledagileframework.com/leanagile-financial-planning-with-safe/
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Deliver inIncrements
Business DrivenFeatures
StakeholderEngagement
Feature Sequencing
Feature Value / ROI
Team-Based Performance Reviews
Governance
Budgeting/Finance
Vision
ContinuousImprovement /
Kaizen
VendorEngagement
Facilities
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Drive From Business Value
http://www.flickr.com/photos/epsos/8463683689Sunday, May 4, 14
Small Increments
http://www.flickr.com/photos/oosakinana/4744387941Sunday, May 4, 14
Make All Work Visible
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Sunday, May 4, 14
