More Related Content Similar to Getting to the heart of agile by Alistair Cockburn (20) More from Institut Lean France (20) Getting to the heart of agile by Alistair Cockburn9. ©Alistair Cockburn 2019
9
Shu – Ha – Ri : skills become more complicated
mastery
Complicatedness
Shu
Ha
Ri
XP
Scrum
XP
DSDM
Lean
Kanban
I can’t even
tell you
10. ©Alistair Cockburn 2019
10
Kokoro (radical simplification) is another way to start
Kokoro
(learner)
Complicatedness
Shu
Ha
Ri
Kokoro
(wax-on, wax-off!)
“Brilliance in the basics”
mastery
12. ©Alistair Cockburn 2019
12
The Heart expands into Details
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
13. ©Alistair Cockburn 2019
13
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
The Heart expands into Details
Lean Production
Queue Management
Kanban
Business
Social
Technical
Cost
Web Analytics
Results
Early Revenue
Emotions
Future Focus
Emotional
Safety
Small changes
Limit
Changes
Skills
development
Guest LeadeshipListen
Politics
Silos
Collaboration Cards
Allow failure
Rewards
∆𝛅 Delta-delta
16. ©Alistair Cockburn 2019
16
Design is like manufacturing, but
the internal Inventory are Unvalidated Decisions
I wish they’d decide
what style
they want!
Sponsors
TestersAnalysts
I wish they’d
decide what
functions they
want!
A decision made
by the user/sponsor
to be used by the
designer
I wish they’d decide
on the design
already!
I wish they’d think a
bit more carefully!
Implementors
Everything is
a decision!
Designers
20. ©Alistair Cockburn 2019
20
Delivers nearly
no knowledge
(or risk reduction)
Big-Bang Design is a late-learning strategy
time
Knowledge comes at
the “moment of truth”:
final integration.
cost
Growth of knowledge with
big-bang integration
21. ©Alistair Cockburn 2019
21
Learn
&
Reduce risk
Better knowledge, less risk
Deliver for Learning: Learn Early, Learn Often
time
cost
Growth of knowledge with
early, continuous integration
Learning:
- Business
- Technical
- Social
- Cost / Schedule
25. ©Alistair Cockburn 2019
25
Collaboration at the Shu level
Collaboration
The Dance Of
Contribution
Lift
Others
Collaboration
The Dance Of
Contribution
Add Energy
Collaboration
The Dance Of
Contribution
INCREASE
SAFETY
Collaboration
The Dance Of
Contribution
Get Results
© Alistair Cockburn, 2008
://Alistair.Cockburn.us/Collaboration+Cards
By tone of voice and
gesture, place the other
person at your same level
or higher.
This includes self-
deprecating humor.
It does not mean
groveling.
Lower your relative
social position
People can usually tell if
you are being yourself or
acting. Being yourself
shows there is nothing to
be afraid of.
Try "being in the bar at
9pm with friends," quite
obviously relaxed and your
regular self. (This is not an
excuse to be crude.)
© Alistair Cockburn, 2008
http://Alistair.Cockburn.us/Collaboration+Cards
Be yourself
© Alistair Cockburn, 2008
://Alistair.Cockburn.us/Collaboration+Cards
Getting a result is
heartening.
Good facilitators often
generate a victory to help
encourage and bind the
group.
If the session is ending,
aim for a small goal, so
that the group can end
with a victory.
Get one result
Avoid being lethargic
yourself.
Body posture, muscle
tone, eye alertness, all
communicate your energy
level.
Even just sitting alert
contributes energy to the
room. Pay close attention
to the speaker, digest what
they say, ask a question.
© Alistair Cockburn, 2008
http://Alistair.Cockburn.us/Collaboration+Cards
Keep your energy
high!
28. ©Alistair Cockburn 2019
28
Theory X a force model; Theory Y a choose model
Force / Push /
Controlling model
Workers are lazy
Management tells
Physical work
improves under stress
Choose / Pull /
Permitting model
Workers are motivated
Management shares direction,
Workers share insights.
Mental work gets
worse under stress
29. ©Alistair Cockburn 2019
29
The assignment for managers:
Theory X above, Theory Y below
stockholders
Wall Street
Theory Y (choose,
permission, freedom)
Theory X (force,
control, dominate)
The push-to-pull
umbrella
autocratic
leadership
guest leadership
31. ©Alistair Cockburn 2019
31
The “Delta-delta” method from Solutions Focus:
Improve only a small amount !
2. Where are you now?
1: What are your best hopes?
4: How can you get a tiny bit further?
3: What’s already working? Don’t worry about
this area at all!
💪
32. ©Alistair Cockburn 2019
32
Future focused deltas
Gandhi: “Be the change you want to see in the world.”
Future-focus delta: “Notice what you want present.”
“When things are working well,
… a little-bit better
what I will notice is...”
List and notice what is already present!
33. ©Alistair Cockburn 2019
33
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change
Life is complicated. Periodically, make it simple
Lean Production
Queue Management
Kanban
Business
Social
Technical
Cost
Web Analytics
Results
Early Revenue
Emotions
Emotional
Safety
Small changes
Limit
Changes
Skills
development
Guest LeadeshipListen
Politics
Silos
Collaboration Cards
Allow failure
Rewards
Future Focus
∆𝛅 Delta-delta
34. ©Alistair Cockburn 2019
34
Keep It Simple
Collaborate
Improve Deliver
Reflect
Collaboration
Trust
Internal
Flow
Deliver for
Income
Culture
Deliver for
Learning
Examine
Data
Introspect
Experiment
Change