1.Why do you want to be agile?
L1: Set a goal for being agile or you achieve nothing
L2: Commit to agile values and principles; your practices will follow
L3: Piloting is learning. Learning is progress.
2.How to reach business agility?
L4: Business agility is about having adaptability and predictability
L5: Create product vision and validate it with customer development
L6: Find your Minimum Viable Product
3.Organization as a people system
L7:Optimize the whole
L8: Build great teams
14. Pilot, Scale, Optimize OR Visualize the value stream Fix the way you manage product development Continuous Improvement
15. Pilot, Scale, Optimize Multiple ways so what’s the point? OR Visualize the value stream Fix the way you manage product development Continuous Improvement
16. Pilots are not about proving if agile works Forward motion is often thought as progress
17. Lesson#3 Pilot is about learning …not “working software” … not about getting results Continuous Improvement
20. A way of learning 5whys There are no technical problems only human problems
21. Lesson #1 You need to have a SMART goal Lesson #2 Commit to agile values and principles; your practices will follow Lesson #3 Progress is about learning
29. Customer Development Customer Discovery Customer Validation Customer Creation Scale Company Hypotheses, experiments, insights Data, feedback, Insights Agile Product Development
30. Customer Development Problem Team Customer Discovery Customer Validation Customer Creation Scale Company Hypotheses, experiments, insights Solution Team Data, feedback, Insights Agile Product Development
31. “Should I do whatever my customers want me to do?”
32. “Should I do whatever my customers want me to do?”
33. Lesson #5 Create product vision and validate it with customer development Vision = a boundary for her wishes
35. Nr 1 waste = Unused features Building a feature maybe the wrong answer Who cares about velocity? We can work on highest priority story – who cares?
36. It is not about how much but rather how little you can release Minimum Viable Product
37. Lesson #6 Find your Minimum Viable Product It should make you feel embarrassed
39. Lesson #4 Business agility is about having adaptability and predictability Lesson #5 Create product vision and validate it with customer development Lesson #6 Find your Minimum Viable Product
51. Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
52. Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
53. Smell: The need to avoid interpersonal discomfort Leader: Confront Difficult Issues Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
54. Smell: The pursuit of individual goals and status Leader: Focus on Collective Outcomes Smell: The need to avoid interpersonal discomfort Leader: Confront Difficult Issues Smell: The lack of clarity or buy-in Leader: Force Clarity and Closure Smell: The desire to preserve artificial harmony Leader: Mine for Conflict Smell: The fear of being vulnerable Leader: Go First
56. Marko Taipale @markotaipale huitale.blogspot.com marko.taipale@huitale.com I help companies to improve by showing what I have done how I have done it and what I have learned about it. I am a CTO of a lean startup
57. Why do you want to be agile? L1: Set a goal for being agile or you achieve nothing L2: Commit to agile values and principles; your practices will follow L3: Piloting is learning. Learning is progress. 2. How to reach business agility? L4: Business agility is about having adaptability and predictability L5: Create product vision and validate it with customer development L6: Find your Minimum Viable Product 3.Organization as a people system L7:Optimize the whole L8: Build great teams
Who am I?Why this topic?This is the most AMBIOUS set I ever done, if you pick 1-2 lessons then I have succeeded.
3 themes, way to categorize
BEING VS. DOING
They did not have any goal for BEING agileThey have no way to know if they were getting any better
Football, no goals 22 guys running after the ball, why?
goal as self-organizing method (apollo 13) Vasco: What are they trying to achieve with retrospectives? Just be “more” agile?MIKÄ ON HUITALEEN TAVOITE? We want to deliver customer wishes today!
Release every day (TDD, CI)Huitale – Scrum- Scrumban – KanbanNEXT: So how to adopt agile then?
LOTS of ways, what’s the real point of all these?
Getting to the next step as ”progress”
…manifesto is about software development!
Startup learning cycle (Plan-Do-Check-Act)Example: In our product development it takes 8 days to get idea to production with measurements in place
Startup learning cycle (Plan-Do-Check-Act)Example: In our product development it takes 8 days to get idea to production with measurements in place
1. Server went down: Why?: Too much load2. Why? knowledge - lib too much CPU load3. Why? junior developer4. Why? no training5. Why? Cause our manager does not believe in training / wanted to cut training budget
TAUKO!
Adaptability = Be able to change (direction in Biz)Predictability = Be able to predict how long it takes to get done with the change
TAUKO!NEXT: Lets take a look at some common question on running the biz
Customer is LOST. Plan won’t survive.
Customer is LOST. Plan won’t survive.
Parallel process to product developmentDiscover, Validate, Create (contract), scale
Information flows
Problem team figures out the problem (might have PO)Solution team works on the solution to the problemCOLLABORATION (Lesson 2) – UX, Architecture visions
Porsche
VolvoExample: 300 configurations, (NO TESTING – DROP CUSTOMER)
Test manually if you customer really wants itNext: Ok, lets take a look back a bit…
DoD – Do you validate the things are used? Do you drop features?
Can be better than Maximum Product!
MUISTA TAUKO....
IncentivesEvery system has a goal – identify it, step outsideWhat’s stopping the system to give the output i want?Time from concept to cashEffectiveness is often inefficientCross-Funtionality
Get out of your silo! Silos are bad -> cross-functional teamsScaling is about synchorinizing, portfolio management and leadership (goals)Anonymity creates dysfunctions (blaming)Watch out for distribution
Managers role, retrospectives(mattias skarin leader has impediment list), cowboy managers, fearmake sure there is a way to handle thoseNext: Lets look more about the teams / people
Smell: Fear of being vulnerable (Being open)Leader: Go first, not perfect
Smell: Consensus > Best solutionLeader: Make people say their opinions
Smell: Lack of buyin, it is not MY thingLeader: What does it mean for us, team, company
Smell: No confrontation, messengersLeader: Get ppl together to talk, talk to them
Smell: My goals, my EGOLeader: it is about us, collective outcomes
“They asked what are my tools, but not what kind of team we have build and how”
How to contact me laterWhat I doHuitale in russian... Well lets not talk about that
Do not assume any practice to work for you by just moving it from one context to another