People, Principles and Pragmatism
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Keynote from Agile Manchester 2017
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People, Principles and Pragmatism
- 1. People, Principles and Pragmatism Agile Manchester 2017 Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com
- 3. @ewebber An alternative to documentation driven, heavyweight software development processes
- 5. 16 years on, what’s changed? @ewebber
- 6. @ewebber How many of you are working in an agile organisation?
- 7. 4,872 agile books results from search of “agile” books on Amazon UK @ewebber
- 8. 438,017 certified scrum masters 5th May 2017 Scrum Alliance Directory @ewebber
- 9. 3,050,505 agile practitioners results for agile on LinkedIn people search @ewebber
- 10. Only 7% of CIOs say Agile has never failed them @ewebber computing.co.uk/ctg/news/3009602/more-than-half-of-cios-have-lost-confidence-in-agile-it-projects
- 19. @ewebber People
- 21. Individuals and interactions over processes and tools @ewebber agilemanifesto.org
- 22. Individuals and interactions over processes and tools @ewebber agilemanifesto.org their *
- 23. * It’s really about the interactions between individuals @ewebber
- 24. @ewebber
- 25. PhotobyJackAmick @ewebber Margaret Heffernan Forget the pecking order at work
- 26. PhotobyJackAmick @ewebber “individually productive chickens only achieved their success by suppressing the productivity of the rest.”
- 27. Photobytom_bullock It’s not about individual superstars @ewebber
- 29. Photobysholt “Human communities can develop a sort of collective intelligence that is greater than the members’ individual intelligence” Alex Pentland Social Physics @ewebber
- 30. @ewebber + + ≠+ IQ IQ IQ IQ IQ
- 31. @ewebber Attributes of smarter teams Social perceptiveness Evenly distributed communication
- 32. Flow of ideas and social learning within teams builds its collective intelligence @ewebber
- 33. The role of diversity in making great teams @ewebber
- 34. @ewebber All male solo female majority male 50/50 majority female solo male All female Team gender composition Meancollectiveintelligence error bars 95% confidence interval -0.5 Average CI 0.5 1.0 1.5 2.0 ProfessorsWoolleyandMaloneetall
- 35. “Homogeneous group are more likely to display a self-serving bias for their group’s performance than racially diverse ones” Apfelbaum, E. P.; Phillips, K. W.; Richeson, J. A. Rethinking the Baseline in Diversity Research: Should We Be Explaining the Effects of Homogeneity? @ewebber Photobygomagoti
- 36. iplayoldgames.tumblr.com/p Group think leads to dysfunctional decision making @ewebber
- 37. @ewebber Insular teams can become echo chambers
- 38. @ewebber Effectivenessofateam Performance Forming Norming Storming Performing Tuckman's model of group development Dorming
- 39. @ewebber Effectivenessofateam Performance Norming Storming Performing Tuckman's model of group development Dorming Forming
- 40. @ewebber
- 41. @ewebber
- 44. Balance the need for team cohesion with the need for new and dissenting opinions @ewebber
- 45. Create chances for people to talk to other people @ewebber Photobyromanaklee
- 46. Build projects around motivated individuals Give them the environment and support they need, and trust them to get the job done @ewebber agilemanifesto.org/principles.html
- 48. @ewebber MANAGEMENT Customers Mgmt Employees working with customers All other employees
- 49. @ewebber UPSIDE DOWN MANAGEMENT Customers Mgmt Employeesworking withcustomers Allother employees
- 50. @ewebber THE TIMPSON RULES 1. Look the part and put the money in the till 2. You can do anything else to best serve customers
- 51. 1. Look the part and put the money in the till 2. You can do anything else to best serve customers • You can spend up to £500 to settle a customer complaint (without management authorisation) • Charge whatever you like – the price list is a guide only @ewebber THE TIMPSON RULES
- 52. @ewebber
- 53. @ewebber PhotobyRufino “All Timpson colleagues get their Birthday off. We believe that nobody should have to work on their Birthday!” timpson.co.uk/about/careers-at- timpson
- 54. PhotobyJonathan “Standards should not be forced down from above but rather set by the production workers themselves.” Taiichi Ohno @ewebber
- 55. What does an empowered team look like? @ewebber
- 56. Empowerment through • open communication • chances to improve (idea flow and social learning) • safe to experiment • clear direction • responsibility for decisions and actions @ewebber
- 57. @ewebber • It’s about interactions • diversity makes things better • teams need to be trusted People
- 59. Photobysholt Dogmatism the tendency to lay down principles as undeniably true, without consideration of evidence or the opinions of others. @ewebber PhotobAnjaPietsch
- 61. @ewebber everything is awesome where we started Now
- 62. @ewebber Some people just like the status quo
- 63. Five reasons why people resist change @ewebber
- 64. Photobysholt “Uncertainty can cause more stress than inevitable pain” ucl.ac.uk/news/news-articles/ 0316/290316-uncertainty- stress @ewebber PhotobyJethroTaylor
- 65. Small steps to get into the habit of changing (it gets easier) @ewebber
- 66. Photobysholt They have learnt that things can’t change (Learned helplessness) @ewebber Photobysholt
- 67. PhotobyAlexeyIvanov Create a safe to experiment environment @ewebber
- 69. Photobysholt Make it easy for people to learn what they need to know @ewebber
- 70. Photobysholt Telling people to change is not same as them wanting to change @ewebber PhotobyAnne
- 75. People need to want to change @ewebber
- 81. Don’t tell people to change, talk about the benefits @ewebber
- 82. Photobysholt They have been through so much change already (and nothing has changed) @ewebber
- 83. @ewebber Don’t give too many different messages
- 84. (and don’t mention the “a” word) @ewebber
- 85. @ewebber Remember change is hard
- 88. Avoid Chaos (unless you need a revolution) @ewebber
- 89. @ewebber • be sensitive that change is hard • don’t create a revolution unless you need one • balance aspiration and pragmatism Pragmatism
- 90. The goal isn’t to do agile (the goal is to make great products and services) @ewebber
- 91. @ewebber
- 92. Thank you Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com