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8 lessons learned,[object Object],from becoming agile ,[object Object],15.5.2010 ESTONIA,[object Object],Marko Taipale,[object Object]
Visited 13companies,[object Object],Coached2agile transitions and 10+ teams,[object Object],Co-founded1Lean startup,[object Object],Trained over300people,[object Object]
Failed enough to tell stories,[object Object],Succeeded enough to show results,[object Object]
1.Why do you want to be agile? ,[object Object],2. How to reach business agility?,[object Object],3.Organization as a people system,[object Object]
1.Why do you want to be agile? ,[object Object],(Being = respect the values and principles),[object Object]
80%,[object Object],had no goal for being agile,[object Object],no method to reach the goal …,[object Object],no way to measure if they were getting any better,[object Object]
No Goal – No chance to Score,[object Object]
Lesson #1,[object Object],Set a goal for being agile, otherwise you achieve nothing,[object Object],(It’s ok to figure it out...),[object Object]
“What does method X ,[object Object],say about Y?”,[object Object]
“What does method X ,[object Object],say about Y?”,[object Object],Collaborate!,[object Object]
Lesson #2,[object Object],Commit to agile values and principles; your practices will follow,[object Object],Craft your own process,[object Object]
Pilot, ,[object Object],Scale, ,[object Object],Optimize,[object Object]
Pilot, ,[object Object],Scale, ,[object Object],Optimize,[object Object]
Pilot, ,[object Object],Scale, ,[object Object],Optimize,[object Object],OR,[object Object],Visualize the value stream ,[object Object],Fix the way you manage product development,[object Object],Continuous Improvement,[object Object]
Pilot, ,[object Object],Scale, ,[object Object],Optimize,[object Object],Multiple ways so what’s the point?,[object Object],OR,[object Object],Visualize the value stream ,[object Object],Fix the way you manage product development,[object Object],Continuous Improvement,[object Object]
Pilots are not about proving if agile works,[object Object],Forward motion is often thought as progress,[object Object]
Lesson#3,[object Object],Pilot is about learning,[object Object],…not “working software”,[object Object],… not about getting results,[object Object],Continuous Improvement,[object Object]
8 lessons learned from becoming agile
Make the cycle as short as possible,[object Object]
A way of learning,[object Object],5whys,[object Object],There are no technical problems only human problems,[object Object]
Lesson #1,[object Object],You need to have a SMART goal,[object Object],Lesson #2,[object Object],Commit to agile values and principles; your practices will follow,[object Object],Lesson #3,[object Object],Progress is about learning,[object Object]
2. How to reach business agility?,[object Object]
”Agile teams need to value ,[object Object],adaptability over predictability”,[object Object],- Someone in Twitter,[object Object]
Lesson #4,[object Object],Business agility is about having adaptability and predictability,[object Object],- My experience,[object Object]
” Where do I get the backlog?” what to build,[object Object]
8 lessons learned from becoming agile
“No plan survives first contact with the customers”,[object Object],- Steven Blank,[object Object]
Customer Development,[object Object],Customer,[object Object],Discovery,[object Object],Customer,[object Object],Validation,[object Object],Customer,[object Object],Creation,[object Object],Scale,[object Object],Company,[object Object]
Customer Development,[object Object],Customer,[object Object],Discovery,[object Object],Customer,[object Object],Validation,[object Object],Customer,[object Object],Creation,[object Object],Scale,[object Object],Company,[object Object],Hypotheses, experiments, ,[object Object],insights,[object Object],Data, ,[object Object],feedback, ,[object Object],Insights,[object Object],Agile,[object Object],Product,[object Object],Development,[object Object]
Customer Development,[object Object],Problem Team,[object Object],Customer,[object Object],Discovery,[object Object],Customer,[object Object],Validation,[object Object],Customer,[object Object],Creation,[object Object],Scale,[object Object],Company,[object Object],Hypotheses, experiments, ,[object Object],insights,[object Object],Solution Team,[object Object],Data, ,[object Object],feedback, ,[object Object],Insights,[object Object],Agile,[object Object],Product,[object Object],Development,[object Object]
“Should I do whatever my customers want me to do?”,[object Object]
“Should I do whatever my customers want me to do?”,[object Object]
Lesson #5,[object Object],Create product vision and validate it with customer development,[object Object],Vision ,[object Object],= a boundary for her wishes,[object Object]
Is agile about delivering features ,[object Object],as fast as possible?,[object Object]
Nr 1 waste = ,[object Object],Unused features,[object Object],Building a feature maybe the wrong answer,[object Object],Who cares about velocity?,[object Object],We can work on highest priority story – who cares?,[object Object]
It is not about how much but rather how little you can release,[object Object],Minimum Viable Product,[object Object]
Lesson #6,[object Object],Find your Minimum Viable Product,[object Object],It should make you feel embarrassed,[object Object]
“It's the things that are not there that we are most proud of",[object Object]
Lesson #4,[object Object],Business agility is about having adaptability and predictability,[object Object],Lesson #5,[object Object],Create product vision and validate it with customer development,[object Object],Lesson #6,[object Object],Find your Minimum Viable Product,[object Object]
3.Organization as a people system,[object Object]
”We have Scrum but we are still slow!”,[object Object]
Customer,[object Object],approval,[object Object],Internal,[object Object],approval,[object Object],Idea,[object Object],Resourcing,[object Object],Development,[object Object],Design,[object Object],Deployment,[object Object]
Customer,[object Object],approval,[object Object],Internal,[object Object],approval,[object Object],Idea,[object Object],Resourcing,[object Object],2h,[object Object],2h,[object Object],1d,[object Object],Development,[object Object],Design,[object Object],Deployment,[object Object],2m,[object Object],1m,[object Object],3w,[object Object],3m,[object Object]
Selected ,[object Object],ideas,[object Object],8,[object Object],Customer,[object Object],approval,[object Object],Internal,[object Object],approval,[object Object],Idea,[object Object],Resourcing,[object Object],1m,[object Object],2d,[object Object],6m,[object Object],2h,[object Object],2h,[object Object],1d,[object Object],1w,[object Object],6m,[object Object],6m,[object Object],Development,[object Object],Design,[object Object],Deployment,[object Object],2m,[object Object],1m,[object Object],3w,[object Object],15,[object Object],12,[object Object],3m,[object Object],24m,[object Object],Design,[object Object],ready,[object Object],Production,[object Object],ready,[object Object]
Selected ,[object Object],ideas,[object Object],8,[object Object],Customer,[object Object],approval,[object Object],Internal,[object Object],approval,[object Object],Idea,[object Object],Resourcing,[object Object],1m,[object Object],2d,[object Object],6m,[object Object],2h,[object Object],2h,[object Object],1d,[object Object],SCRUM!,[object Object],1w,[object Object],6m,[object Object],6m,[object Object],Development,[object Object],Design,[object Object],Deployment,[object Object],2m,[object Object],1m,[object Object],3w,[object Object],15,[object Object],12,[object Object],3m,[object Object],24m,[object Object],Design,[object Object],ready,[object Object],Production,[object Object],ready,[object Object]
Selected ,[object Object],ideas,[object Object],8,[object Object],Customer,[object Object],approval,[object Object],Internal,[object Object],approval,[object Object],Idea,[object Object],Resourcing,[object Object],1m,[object Object],2d,[object Object],6m,[object Object],2h,[object Object],2h,[object Object],1d,[object Object],SCRUM!,[object Object],1w,[object Object],6m,[object Object],6m,[object Object],Development,[object Object],Design,[object Object],Deployment,[object Object],2m,[object Object],1m,[object Object],3w,[object Object],15,[object Object],12,[object Object],3m,[object Object],24m,[object Object],Design,[object Object],ready,[object Object],Production,[object Object],ready,[object Object]
Lesson #7,[object Object],Optimize the whole,[object Object],Beware sub-optimization ,[object Object],Visualize the value stream,[object Object],Identify bottleneck,[object Object],Limit WIP on all levels,[object Object],Incentives are bad!,[object Object]
Adoption is about letting problems to surface,[object Object],Manage the system, remove chance for failure, make it flow,[object Object]
8 lessons learned from becoming agile
Smell: The fear of being vulnerable,[object Object],Leader: Go First,[object Object]
Smell: The desire to preserve artificial harmony,[object Object],Leader: Mine for Conflict,[object Object],Smell: The fear of being vulnerable,[object Object],Leader: Go First,[object Object]
Smell: The lack of clarity or buy-in,[object Object],Leader: Force Clarity and Closure,[object Object],Smell: The desire to preserve artificial harmony,[object Object],Leader: Mine for Conflict,[object Object],Smell: The fear of being vulnerable,[object Object],Leader: Go First,[object Object]
Smell: The need to avoid interpersonal discomfort,[object Object],Leader: Confront Difficult Issues,[object Object],Smell: The lack of clarity or buy-in,[object Object],Leader: Force Clarity and Closure,[object Object],Smell: The desire to preserve artificial harmony,[object Object],Leader: Mine for Conflict,[object Object],Smell: The fear of being vulnerable,[object Object],Leader: Go First,[object Object]
Smell: The pursuit of individual goals and status,[object Object],Leader: Focus on Collective Outcomes,[object Object],Smell: The need to avoid interpersonal discomfort,[object Object],Leader: Confront Difficult Issues,[object Object],Smell: The lack of clarity or buy-in,[object Object],Leader: Force Clarity and Closure,[object Object],Smell: The desire to preserve artificial harmony,[object Object],Leader: Mine for Conflict,[object Object],Smell: The fear of being vulnerable,[object Object],Leader: Go First,[object Object]
Lesson #8,[object Object],Build great teams,[object Object]
Marko Taipale,[object Object],@markotaipale,[object Object],huitale.blogspot.com,[object Object],marko.taipale@huitale.com,[object Object],I help companies to improve by ,[object Object],showing what I have done,[object Object],how I have done it and ,[object Object],what I have learned about it. ,[object Object],I am a CTO of a lean startup,[object Object]
Why do you want to be agile?,[object Object],L1: Set a goal for being agile or you achieve nothing,[object Object],L2: Commit to agile values and principles; your practices will follow,[object Object],L3: Piloting is learning. Learning is progress.,[object Object],2. How to reach business agility?,[object Object],L4: Business agility is about having adaptability and predictability,[object Object],L5: Create product vision and validate it with customer development,[object Object],L6: Find your Minimum Viable Product,[object Object],3.Organization as a people system,[object Object],L7:Optimize the whole,[object Object],L8: Build great teams,[object Object]
Photo credits,[object Object],Flickr users,[object Object],http://www.flickr.com/photos/kodomut/,[object Object],http://www.flickr.com/photos/amagill/,[object Object],http://www.flickr.com/photos/themarmot/,[object Object],http://www.flickr.com/photos/unloveable/,[object Object],http://www.flickr.com/photos/shapourbahrami/,[object Object],http://www.flickr.com/photos/thatguyfromcchs0,[object Object],http://www.flickr.com/photos/fxtreme/,[object Object],http://www.flickr.com/photos/aussiegall,[object Object],http://www.flickr.com/photos/lululemonathletica,[object Object],http://www.flickr.com/photos/4yas,[object Object],http://www.flickr.com/photos/sualk61/,[object Object],http://www.flickr.com/photos/can3ro55o/,[object Object],http://www.flickr.com/photos/jwdill/,[object Object],http://www.flickr.com/photos/minidriver/,[object Object],http://www.flickr.com/photos/donaldmacleod/,[object Object],http://www.flickr.com/photos/jburgin/,[object Object],http://www.flickr.com/photos/jmherrala/,[object Object]

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8 lessons learned from becoming agile

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Editor's Notes

  1. 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.
  2. 3 themes, way to categorize
  3. BEING VS. DOING
  4. They did not have any goal for BEING agileThey have no way to know if they were getting any better
  5. Football, no goals 22 guys running after the ball, why?
  6. 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!
  7. Release every day (TDD, CI)Huitale – Scrum- Scrumban – KanbanNEXT: So how to adopt agile then?
  8. LOTS of ways, what’s the real point of all these?
  9. Getting to the next step as ”progress”
  10. …manifesto is about software development!
  11. 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
  12. 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
  13. 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
  14. TAUKO!
  15. Adaptability = Be able to change (direction in Biz)Predictability = Be able to predict how long it takes to get done with the change
  16. TAUKO!NEXT: Lets take a look at some common question on running the biz
  17. Customer is LOST. Plan won’t survive.
  18. Customer is LOST. Plan won’t survive.
  19. Parallel process to product developmentDiscover, Validate, Create (contract), scale
  20. Information flows
  21. Problem team figures out the problem (might have PO)Solution team works on the solution to the problemCOLLABORATION (Lesson 2) – UX, Architecture visions
  22. Porsche
  23. VolvoExample: 300 configurations, (NO TESTING – DROP CUSTOMER)
  24. Test manually if you customer really wants itNext: Ok, lets take a look back a bit…
  25. DoD – Do you validate the things are used? Do you drop features?
  26. Can be better than Maximum Product!
  27. MUISTA TAUKO....
  28. 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
  29. 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
  30. 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
  31. Smell: Fear of being vulnerable (Being open)Leader: Go first, not perfect
  32. Smell: Consensus > Best solutionLeader: Make people say their opinions
  33. Smell: Lack of buyin, it is not MY thingLeader: What does it mean for us, team, company
  34. Smell: No confrontation, messengersLeader: Get ppl together to talk, talk to them
  35. Smell: My goals, my EGOLeader: it is about us, collective outcomes
  36. “They asked what are my tools, but not what kind of team we have build and how”
  37. How to contact me laterWhat I doHuitale in russian... Well lets not talk about that
  38. Do not assume any practice to work for you by just moving it from one context to another