Where Did We Go Wrong?
Troy Tuttle, KCP
Principal Consultant, Owner
KanFlow.com
troy@kanflow.com
@troytuttle
Rate This Talk!
http://spkr8.com/t/31661
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Beyond Agile Practices презентация
Содержание
- 1. Beyond Agile Practices
- 2. Challenges to Agile Adoption or Transformation Silent
- 3. Sad Clown Agile Quotes https://flic.kr/p/8M3zKf “Lack of
- 4. War Stories “Cargo Cult Agile”
- 5. The Practice and Theory Imbalance Practice Theory
- 6. Introducing Systems Thinking Russell Ackoff, Systems Thinker http://youtu.be/OqEeIG8aPPk
- 7. What is a System? A system is
- 8. What is a System? The performance
- 9. Systems Thinking PO / Analysts Developers QA Corporate Structure What about individual performance reviews?
- 10. Systems Thinking “To optimize the whole, we
- 11. A Particular System Condition Microsoft’s Stack Ranking
- 12. Bad Systems, Good People “I should estimate
- 13. Other Examples of System Conditions -- Hermanni Hyytiälä, Reaktor @hemppah
- 14. Complexity Theory: Cynefin Framework Ordered Un-Ordered
- 15. Nature of Knowledge Work How does the
- 16. Culture Revisited “Our culture doesn’t support Agile”
- 17. What is Culture? Culture is a pattern
- 18. Schein’s Three Levels of Culture Visible structures,
- 19. Balance Practice and Theory Practice Theory
- 20. Agile’s Secret Sauce Agile is not an
- 21. Beyond Agile Practices Thank You! Where Did
Challenges to Agile Adoption or Transformation Silent Brainstorm on index cards:
In phrases (1 to 5 words) describe your current or past Agile adoption challenges.
What is preventing
Слайд 1Beyond Agile Practices
Learning is not compulsory... neither is survival.
- W. Edwards
Deming
Слайд 2Challenges to Agile Adoption or Transformation
Silent Brainstorm on index cards:
In
phrases (1 to 5 words) describe your current or past Agile adoption challenges.
What is preventing “Agile Success?”
What is preventing “Agile Success?”
Слайд 3Sad Clown Agile Quotes
https://flic.kr/p/8M3zKf
“Lack of executive commitment”
“Our culture doesn’t support Agile”
“Inconsistent
or missing retrospectives”
“Command and Control never left”
“Started with a tool instead of a mindset”
“Reverted to old habits when the coach left”
Слайд 4War Stories
“Cargo Cult Agile”
Many 1st generation Agile attempts simply installed recipes
Recipes lead to Cargo Cult Agile
Слайд 5The Practice and Theory Imbalance
Practice
Theory
Release Planning
Iterations
Retrospectives
Planning Poker
Continuous
Integration
?
Слайд 7What is a System?
A system is a set of parts where:
The
behavior of each part has an
effect on the behavior of the whole
The behavior of the parts are interdependent
Each part has an effect on the behavior of the whole
and none has an independent effect on it
Слайд 8What is a System?
The performance of a system is never the
sum of the performance of its parts;
it’s a product of their interactions.
it’s a product of their interactions.
- Dr. Russ Ackoff
Слайд 9Systems Thinking
PO / Analysts
Developers
QA
Corporate Structure
What about individual performance reviews?
Слайд 10Systems Thinking
“To optimize the whole, we must
sub-optimize the parts.”
If we
optimize the parts of the system, we will
sub-optimize the whole.
- W. Edwards Deming
Слайд 11A Particular System Condition
Microsoft’s Stack Ranking System …
20 – 70 –
10 rule
- Vanity Fair: “Microsoft’s Lost Decade” Aug. 2012
How many system conditions are misattributed to “team dysfunctions”?
(Google “Microsoft stack ranking”)
Слайд 12Bad Systems, Good People
“I should estimate that in my experience most
troubles and most possibilities for improvement
add up to the proportions something like this:
94% belongs to the system, 6% special.”
“A bad system will defeat a good person every time.”
- W. Edwards Deming
Слайд 15Nature of Knowledge Work
How does the work work?
Because we often work
in the complex and
complicated domains, our work is non-deterministic in nature
complicated domains, our work is non-deterministic in nature
Ignorance about how the work works
is a systems condition
Слайд 16Culture Revisited
“Our culture doesn’t support Agile”
But we have other Lean-Agile experience
reports from the field:
“We have experienced profound cultural changes”
But these companies weren’t
trying to change their culture.
They were just doing Lean-Agile
and the culture changed.
How did that happen?
Слайд 17What is Culture?
Culture is a pattern of shared tacit assumptions that
was learned by a
group … that has worked well enough to be considered valid and,
therefore, to be taught to new members as the correct way to
perceive, think, and feel ...
--Schein, Edgar H.
The Corporate Culture Survival Guide
group … that has worked well enough to be considered valid and,
therefore, to be taught to new members as the correct way to
perceive, think, and feel ...
--Schein, Edgar H.
The Corporate Culture Survival Guide
Слайд 18Schein’s Three Levels of Culture
Visible structures, behavior, language
Espoused values, goals, philosophies
Underlying
beliefs, tacit assumptions
Group’s understanding
of their environment
To affect the visible aspects of culture,
we must change that understanding
We have to unlearn first as an organization
to affect our organizational culture.
Слайд 19Balance Practice and Theory
Practice
Theory
Theory informs practice
Practice informs Theory
Do estimates really help
us deliver predictably?
Why are retrospectives valuable for our organization?
Systems thinking and complexity theory
are examples of theory that inform our practices.
Слайд 20Agile’s Secret Sauce
Agile is not an “execution” strategy….
It’s a learning strategy
Balance
your practices with a healthy dose of theory
Use that knowledge to affect your Agile adoption
Слайд 21Beyond Agile Practices
Thank You!
Where Did We Go Wrong?
Troy Tuttle, KCP
Principal Consultant,
Owner
KanFlow.com
troy@kanflow.com
@troytuttle
Rate This Talk!
http://spkr8.com/t/31661
