Agile from the executive floor - defining agility in business terms - Agile Practitioners Israel 2015
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Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
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Agile from the executive floor - defining agility in business terms - Agile Practitioners Israel 2015
- 1. Agile from the Executive Floor - Defining Agility in Business Terms Yuval Yeret Agile Practitioners 2015
- 2. About Me • Enterprise Agile Coach, Partner, CTO @ AgileSparks • Blogging at http://YuvalYeret.com • Author of Holy Land Kanban Book https://leanpub.com/holylandkanbanbestof • One of my specialization areas – Management Workshops …
- 3. As ____ We want to define agility in business terms so that _______ ? What problem are we trying to solve?
- 4. They accept their role as leaders of the journey towards better reality for their organization We increase their openness to iterative problem solving (vs expecting answers/solutions up front) We get them to actually expect healthy change from people… We get them to STOP pushing mindless Agile down people’s throats. We increase attention/interest We reduce resistance to things we’re trying to do
- 6. 0 1 2 3 4 5 6 7 8 9 10 Delivering effective throughput for our size Provide Visibility - minimum surprises to our stakeholders Engaging/Motivating our people Improving how we do things on an ongoing basis Be confident in our process Be flexible/fast TTM - be able to deal with changing priorities/requirements effectively Be trusted by our stakeholders/partners Be versatile - so we can work according to Business priorities not R&D skills Deliver good quality - minimum complaints and rework due to defects Work in a sustainable pace - reasonable balanced load over time without churning our people or our product Value - Deliver useful software that maximizes customer satisfaction and business success Tip – start with understanding what THEY care about
- 7. “The fact that the 1st day focused on our issues & pains made 2nd day about agile easy to understand/buy into” Quote from a CMO/COO in a recent Lean/Agile Management Workshop
- 8. Depending on the answers and the context, talk about… Agile as RISK Management Agile as driver for higher IT/PD performance A way to achieve energized culture at scale
- 9. Agile as Risk Management
- 10. The Way We Envision It
- 11. The Way It Is
- 12. The Agile Value Proposition Traditional Product Development Cycle Idea → Plan → Design → Build → Test → Deploy Biz Value / Knowledge Value Time $$$ Value >= Cost ??? Risk Will We Deliver? Will it be Useful/Successful?
- 13. After we build it, Will they come????? Will they Stay?????
- 14. Ask the executive to draw a Risk Burndown
- 16. We live in uncertain times… http://www.derailleurconsulting.com/blog/complexity-and-noise-in-systems-development-projects
- 17. Try this: Create a Stacey Matrix for YOUR projects/products
- 18. We need approaches that embrace uncertainty/complexity http://www.derailleurconsulting.com/blog/complexity-and-noise-in-systems-development-projects
- 19. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. Taken from http://en.wikipedia.org/wiki/PM_Declaration_of_Interdependence
- 23. The Agile Value Proposition Continuous Product Development & Delivery Cycle Value Time $$$ Value > Cost Continue with Most Valuable Items Early & Continuous Feedback = Learn to deliver more value Stop Here? Early Feedback using Minimally Viable Product – Product/Market Fit? Stop Here?
- 24. First step – Reduce and Control Project/Feature size Success Rate (On time, Budget, Quality, Customer Satisfaction) Size Chaos report for IT/SW projects performance - 2012
- 25. The smallest set of functionality that must be realized in order for the customer to perceive value. A “MMF” is characterized by the three attributes: minimum, marketable, and feature. http://www.agilebok.org/index.php?title=Minimally_Mark etable_Feature_%28MMF%29
- 27. Processes/Tools Traditional Processes Ideal Batch W/O Investment Reduce Batch Size Further WITH Great automation and leaner processes
- 29. We are actually starting to bottom line numbers supporting Agility…
- 30. Firms with high-performing IT orgs are winning more likely to exceed profitability, market share & productivity goals Puppet Labs Webinar 2014 State of DevOps 2x higher market capitalization growth over 3 years* 50%
- 31. High-performing IT Orgs are More Agile Puppet Labs Webinar 2014 State of DevOps 30x 8,000x more frequent deployments faster lead times than their peers
- 32. High-performing IT Orgs are More Reliable Puppet Labs Webinar 2014 State of DevOps 2x 12x the change success rate faster mean time to recover (MTTR)
- 33. So how do we use Lean/Agile as a way to achieve energized culture at scale?
- 34. Puppet Labs Webinar 2014 State of DevOps Job Satisfaction Job satisfaction is the # 1 predictor of organizational performance! Top Predictors of Job Satisfaction ★ High-trust organizational culture ★ Climate of learning ★ Win-win relationships between ops, dev and infosec teams ★ Proactive monitoring and autoscaling ★ Use of version control for all production artifacts ★ Automated testing
- 35. So, what can you do to improve Job Satisfaction?
- 36. Pull mode + Sustainable Pace required for Job Satisfaction http://www.youtube.com/watch?v=FGfplQ1FUFs
- 37. Puppet Labs Webinar 2014 State of DevOps Organizational Culture 15% 52% 33%
- 39. Decentralized Control of Delivery & Process Decisions http://vimeo.com/45947817
- 40. The connection to Motivation http://www.thersa.org/events/rsaanimate/animate/rsa-animate-drive
- 41. Ideal Agile Teams - Impact Teams 41
- 42. Remember Maslow? • Self-actualizationMastery • Decentralized Control / Self-organization • Autonomous teams that can deliver without dependenciesAutonomy • Love/BelongingPurpose/Mission • Sustainable Pace • Healthy Software Craftsmanship • Healthy Architecture Technical Safety Job security Physiological http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_nee ds
- 43. http://www.agilesparks.com/AS%20Way To summarize - Start with building the story for WHAT job the organization is hiring lean/agile to do for it & HOW Agile as RISK Management Agile as driver for higher IT/PD performance A way to achieve energized culture at scale
Notas do Editor
- Do we “buy” levels on the ladder or investment into an area?
- With big features everything is harder – time to define, to stabilize, to control variance, to test, to verify, to reproduce … Symptoms: Our features/user stories are too big to fit into one iteration – we need LONGER iterations.. We need a long time to nail down the design for this. Our PSP for this iteration is a high-level design… Solution? Effective User Story Analysis to create Minimum Marketable Features (MMF) Design Either do all design up front Or have a growing evolutionary design Everyone works on highest priority – EVEN if outside comfort zone Need to improve collective code ownership Developers need to feel safe to work everywhere in the team’s codebase
- preliminary results suggest 50% higher market cap growth over 3 years - based on only <400 companies
- Gene High Performing DevOps teams are: More agile: - 30x more frequent deployments - 8000x faster lead time than their peers
- Gene High Performing DevOps teams are: More reliable - 2x the change success rate - 12x faster MTTR
- Jez
- Jez Who is Westrum? How we measured org culture? Why we care about culture: strongly predicts organizational performance Audience poll: who works for a pathological org, bureaucratic org, generative org?
- [twitter]Grab me afterwards for more questions and feedback![/twitter] [twitter]Scaling #Kanban Slides will be up at slideshare.net/yyeret soon (if not already there…)[/twitter]