Agile Management for Reactive Companies

Agile Management
For Highly
Reactive
Companies

LearningEO, November 2012
© 2012 Proyectalis Gestión de Proyectos S.L. More at http://slideshare.net/proyectalis

dinilla!
Á ngel Me father,
my
Yo u killed ie…!
prep are to d

angel.medinilla@proyectalis.com
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Worst
Nightmare!


I came here
to talk
about my
book…!


My
Pleasure!!


Free Shoulder Pain
Check…


Today’s audience


Let’s take a short cut…


The 19th century problem:


A giant leap for mankind!


Why do I get an
un-needed brain
every time I hire a
pair of hands?


Hence…


(Unwanted) side effects…


But it works!


Aichi, ~1946…


Lean Production!


LEAN
 Maximize value
(reduce waste)
 Improve the Value
Stream and help the
system flow
 Produce only when
needed (pull),
reduce inventories
 Continuous
Improvement by the
whole workforce


Konosuke Matsushita
“We are beyond the Taylor
model. Business, we know, is
now so complex and difficult,
the survival of firms so
hazardous in an environment
increasingly unpredictable,
competitive and fraught with
danger, that their continued
existence depends on the day-
to-day mobilization of every
ounce of intelligence. "


Nonaka & Takeuchi


Rise of new species…


“30 to 50 times more productive than
the average”


Teamwork

“It is teamwork that
remains the ultimate
competitive advantage,
both because it is so
powerful and so rare.”


We Still don’t get it!
80’s 90’s 00’s…

Gordon Pointy Haired Michael
Gekko Boss Scott

Bill
Katharine Lumbergh
Parker
Donald
Trump

IT Taylorism


The Management 2.0 problem:
Values

Principles

Processes Practices

Roles Artifacts

Tools


Management 2.0
Software Engineering MÉTRICA V3
Software Engineering

Strategic Planning CMMI
Root Cause Analysis
I Am Your 5 Why’s
Father!
Business Process Reengineering
Total Quality Management
WBS
ITIL ISO
SWOT Analysis Six Sigma
Cobit
Empowerment
Knowledge Management

Balanced Scorecard
Earned Value Management
PMBOK
Management by Wandering
Management by Objectives
One Minute Management

WATERFALL

Agile!


Individuals and Interactions
Working Software
Customer Collaboration
Responding to Change


??

In other words…


Traditional Project Management
Original Plan


Original Plan

Ouch!
Not what we wanted!


Original Plan Project complexity

Ouch!
Not what we wanted!


Not good at seeing the future

Ouch!
Not what we wanted!


Hofstader’s Law

Ouch!
Not what we wanted!


Hofstader’s Law
Parkinson’s Principle
Ouch!
Not what we wanted!


Hofstader’s Law
Ouch! Murphy’s Law
Not what we wanted!


Hofstader’s Law
Not what we wanted!
General Human Stupidity


Hofstader’s Law
Not what we wanted!
General Human Stupidity

Medinilla’s Principle on Project Unfairness (yes, the Universe is designed
to play against you, go complain t0 the Manager)


Hofstader’s Law
Not what we wanted! General Human Stupidity

Medinilla’s Principle on Project Unfairness (yes, the Universe is designed
to play against you, go complain t0 the Manager)

RAmen!


Agile Project Management
Original Plan

Ouch!


Original Plan

Ouch!
Estimate


Original Plan

Ouch!
Estimate

MVP1


Original Plan

Ouch!
Estimate

MVP1 MVP2


Original Plan

Ouch!
Estimate

MVP1 MVP2

Pivot

Original Plan

Ouch!
Estimate

MVP1 MVP2 MVP 3, 4, 5…
Pivot R1.0

Original Plan

Ouch!
Estimate

Pivot R1.0 ¿R2.0?

Original Plan

Ouch!
R1.0 ¿R2.0?
Estimate
BV

Pivot R1.0 ¿R2.0?
t

- Self-organizing Motivated Team
Original Plan
- Sustainable pace
- Collaborates daily with business people
- Frequent face to face communication
- Technical Excelence
- Constant reflection and continuous
Ouch! improvement – remove waste!

R1.0 ¿R2.0?
Estimate
BV

Pivot R1.0 ¿R2.0?
t

Scrum 101
Demo, client
feedback

Stakeholders
Time Boxed
Product Iteration
Owner
Team

Sprint Retrospect Product
Backlog
Increment

Scrum Master
Product Backlog

Kanban 101
Selected Design Code Test-6
Backlog Done! PROJECT: Retro:
-4 On-3 Rdy-5 On -3 Rdy-9 On Rdy-4

1. Need
SPRINT

Team: Daily: Product
Owner
2. Testing
bottleneck
Burn-down::
3. New
hardware
FIRE!
4. Bad
PRIO defined
Stories
Release Plan:
5. Pair
programmi
ng
ASAP

HOLIDAYS - Normal

- Bug

- Rework
- ax. 3 Avatars per
M
person
- No Orphan Stories


Agile Product Management

(a.k.a. Customer Development)

Lean Startup

End of short cut!


Champagne for everyone!


(let’s go on)


Mmmm…
wait a
minute…


But this comes from

Software
companies… Why should I care
about this Agile thing?


In fact, how do I know that Agile is
not the latest trendy management

FAD?

Or in other words…


Management 2.0
Software Engineering
MÉTRICA V3
I Am Your Strategic Planning
CMMI Software Engineering
5 Why’s
Father! Root Cause Analysis Business Process Reengineering

Total Quality Management
AGILE…?
ITIL
Cobit WBS
Empowerment
Knowledge Management

SWOT Analysis Six Sigma ISO PMBOK
Management by Wandering
Balanced Scorecard Management by Objectives
Earned Value Management

One Minute Management WATERFALL

OK, forget about the “A” word…


Now let me give you just one good
reason to care about this talk…


Survival!

Deceased!


“Too Big To Fail”…

DECEASED!

WHY?

Change on environment…


…or new species arriving!


Survival is a matter of adaptation


“There’s no need
to change.
Survival is not
mandatory.”


No NEW NEWS!


It’s not enough to have Agile

TEAMS

When environment changes, you
have to adapt

FAST

When a

FAST
Competitor appears, it’s time to
adapt or die!

Mmmm…
Ok, let’s be
Agile, but
still…


Where’s the
“Management”
part of the
talk?


Here it comes…


There are black holes in Agile…


????


??????


????????


Consequences


Wrong Products


(a.k.a.
“double
the sh*t,
double
fast”)


Cargo Cult Agile


“No planning” “Playing cards”

“No BDUF”

“Fail Fast” “No Project Manager”
“Self Organization”
“No documents”
“Story Points”


High Waterfallity Rate


High Waterfallity Rate

Scrum


Lack of Coordination

Self-Organization gone wild


Software Anarcho-Syndicalism


In two flavours…


Barriers to Agile Adoption
- bility to change organizational culture
A
- vailability of people with the right skills
A
- eneral resistance to change
G
- anagement support
M
- roject complexity
P
- onfidence in ability to scale
C
- ustomer collaboration
C
- erceived time to transition
P
- udget constraints
B
- one
N

http://www.versionone.com/state_of_agile_development_survey/11/
122

And what’s more important…


SHOW ME THE MONEY!!!


“They promised
me Mars
colonies…
instead, I got
Facebook!”


Where are the Hyper-Productive
Agile companies?


Conformance, yes, but…
No coordination
Wrong Products Resistance to Change
Demotivated Teams
Fear of Agile
Low productivity Cargo Cult
Long lead times Lack of Skills
Lack of business alignment
No clear results No ability to scale
“Bad” Self Organization
Scattered Knowledge

Agile Management


Management 3.0
A software team is a
self organizing
system: support it,
don’t obstruct it

Agile Managers work
the system around the
team, not the people
in the team

http://www.slideshare.net/jurgenappelo/what-is-agile-management

SO…

Instead of blindly
following a
process…

Look for

RESULTS

Let’s break the
walls of the
‘Agile Team’…


Understanding Agile’s
True Nature


And building the next generation
of

AGILE
COMPANIES

As a takeaway:
1. Command, Control and Coercive Management kill
self-organization, talent, innovation and creativity.


As a takeaway:
self-organization, talent, innovation and creativity
2. Your company must find ways to constantly adapt to
changing environments instead of blindly following
strategies, plans, budgets, deadlines…


As a takeaway:
3. Stop caring about process conformity, understand the
state you are trying to reach.


As a takeaway:
3. Stop caring about process conformity, understand the
state you are trying to reach.
4. Involve everyone in defining the company culture
and organization. As a Manager, care for the people
and the system, and let them work their way to
results – with alignment!

As a takeaway:

5. f you want your company
I
to be Agile, you have to
learn how to Manage it
the Agile way


Thank you and… Blog it!

(oh, yes, and buy the book!)

http://creativecommons.org/licenses/by-nc-nd/3.0/

This presentation is based upon the ideas
and work of many people. And while I’ve
tried to recognize copyrights and give
credit and attribution where possible, I
cannot possibly list them all, so if you feel
like there’s something that should be
added, changed or removed from this
presentation, please drop me an e-mail at:

Also, please contact us for in-company
training, public speaking, Agile Consulting,
Management 3.0 Licensed Courses and more!
Check our slides at slideshare.net/proyectalis,
some videos at vimeo.com/user3469010 and
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Agile Management for Reactive Companies

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