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
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
8 lessons learned from becoming agile
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Editor's Notes
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