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O inferno da transformação ágil

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Many companies pursue Agile Tranformation, to become more efficient in software development. Many consultants sell this service but what they don't explain is how extreme and hard it can be.

O inferno da transformação ágil

  1. 1. The Agile Transformation Hell By Vitor Queiroz
  2. 2. Who am I? ● Software Architect ● Agile Coach ● Have been through some Agile Transformations
  3. 3. It's not about changing one team. It's about changing the whole system.
  4. 4. What about you? Which stage are you in?
  5. 5. Agile Transformation Stages Imagine Highway to Hell Stairway to Heaven John Lennon AC/DC Led Zeppelin
  6. 6. Let's talk about the "Highway to Hell" stage today.
  7. 7. Have fun !
  8. 8. What we will not talk about today...
  9. 9. Agile: How it used to be vs. How it is today
  10. 10. Back then... ● Obscure ● Dangerous ● Mythical ● Just the crazy ones tried it
  11. 11. … Now ● Cool ● Necessary ● Efficient ● The market demands it
  12. 12. Suddenly, everyone wants an AGILE COACH
  13. 13. Not a Scrum Master, an AGILE COACH
  14. 14. Even though they do not exactly know why... ● Is it a Project Manager? ● Is it a Product Manager? ● Is it a Scrum Master?
  15. 15. Agile Transformation or Agile Adoption? What??? Hey!! I just want to be Agile OK?
  16. 16. Agile adoption Is about "Agile doing." Is about knowing tools, applying techniques. Is the beginning.
  17. 17. Agile transformation Is about "Agile being." Is about environments, culture, mindset. Is the result.
  18. 18. Agile adoption Creates cultural conflicts. Poor conflict management creates problems. Conflicts will happen anyway, so learn how to deal with it.
  19. 19. "Ready to go" models won't work the first time
  20. 20. To change something at its core... You need to understand how it works first
  21. 21. System thinking
  22. 22. Schneider Culture Model
  23. 23. Agile Culture
  24. 24. Understand where you are: ● How is the culture? ● How are the problems related to the culture? ● Prioritize the problems to attack.
  25. 25. Stop pushing Agile ● In fact, nobody wants to be Agile ● They just want to improve their value delivering ● Use Agile as a mean, not as an end goal
  26. 26. Measure the current state ● How many bugs do you have? ● How hard is it to deploy something? ● How hard is it to validate a hypothesis? ● How hard is it to measure progress?
  27. 27. Everybody has some kind of pain ● C-Level, Directors ● Middle Managers ● Developers, Business Analysts, Testers
  28. 28. Everybody has some kind of pain ● Strategic Level pain ● Management Process pain ● Development pain
  29. 29. Understand how the pains are connected
  30. 30. Understand the current flow
  31. 31. Choose tools that leverage results
  32. 32. Keep measuring the results ● Share the successes ● Share the failures ● Create rapport
  33. 33. Conflicts and Problems
  34. 34. Big "ready-to-go" frameworks ● You can't install Agile ● Big complex diagrams, when pushed, will fail ● You can't run an Agile Transformation in 2 months ● The consultant ALWAYS goes away
  35. 35. The Spotify model (squadification) ● "We watched the Spotify video" - first warning ● "We created the squads already" - second warning ● "But we had to adapt" - third warning
  36. 36. But… it works on Spotify ● It took YEARS for Spotify to reach this result ● It took a lot of "try-fail-change" ● It's not a "copy-and-paste" model ● If you don't care about the values, don't even try
  37. 37. Higher management support ● The C-Level, President, and Directors must understand what changes will be caused ● You can't work on an Agile Transformation and deal with hierarchy issues at the same time
  38. 38. Middle management interference ● They can say it's OK, but may change their mind in the near future ● They can be afraid about become meaningless ● You need to provide coaching and training to change them into facilitators ● Don't fight them, invite them to work together
  39. 39. Team issues ● Nobody becomes Agile just because the boss told them to ● Empower them by showing that they can suggest changes ● Give them tools to check their own progress ● Celebrate their victories ● Expose them to new approaches (conferences, events, etc)
  40. 40. Understand, teach, change ● Understand the way they work ● Teach new patterns to solve problems ● Give them the freedom to break patterns to improve even more ● Always measure the results--it gives a sense of evolution and progress
  41. 41. Start small and let it grow ● Put "trojans" in the system ● Collect feedback ● Measure the results, change more ● Wait untill the system absorbs the changes ● Do it again
  42. 42. That's it - Thank you!
  43. 43. Twitter: @vitor_q Email: vitorv@gmail.com Linkedin: vitor-hugo-de-queiroz