Complexity, governance and agile team - Agile Cambridge Sep 2013

Complexity, Governance, Team Agile Cambridge, 2013 1

Complexity, Governance & the Agile Team

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Objectives

What is governance?

How do our perceptions of “good governance” vary?

Does complexity influence this?

Governance is contextual – no single “correct” model.

Complexity, Governance, Team Agile Cambridge, 2013

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Agenda

15 min Discussion

60 min Two exercises

15 min Debrief


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Who chooses the development process?


Complex.Belongs to team plus PM.

Simple (“just do it”).Belongs to team plus exec

“Belongs to me”

5Complexity, Governance, Team Agile Cambridge, 2013

Institute on Governance (www.iog.ca)

Governance is the process whereby societies or organisations make important decisions, determine

whom they involve and how they render account.

The right people are involved in these

decisions

The right people are involved in these

decisions

They track outcomes & act to improve them

They track outcomes & act to improve them

They follow an acceptable process

(“due process”)

They follow an acceptable process

(“due process”)

We know which decisions matter

We know which decisions matter

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Dave Snowden

Cynefin


I can just decide and do it

We’d assemble a team of experts

We’d need to do an experiment or pilot/prototype

If we need to think about this, we’re in

the wrong place

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Break into teams


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Exercises

60 Minutes

Dot vote on the matrix – 5 dots per person per decision

Position the decision post-its against the four corners

Go with your gut, then discuss & refine if you have time

Ask me if you need clarification


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Debrief

Circulate around the teams:

What’s different?

What’s the same?

What’s surprising?



Final thoughts

He who forgets history is condemned to repeat it.

Good governance lets you focus energy on decisions, not process

If you don’t define governance up front, you revisit it for every decision

Agile shifts the locus and timing of decisions

It doesn’t remove the need to think about governance

Decisions are often fuzzy

People have divergent opinions who should make which decision

This derails projects & programmes, unless it’s addressed head on

governance

Thank you

[email protected]

@GrahamDOakes

(Give me your contact details if you want today’s outputs.)



Making sense of technology… Many organisations are caught up in the

complexity of technology and systems. This complexity may be inherent to the

technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.

We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects.

Clients… Cisco Worldwide Education – Architecture and research for e-learning and educational systems Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems Dover Harbour Board – Systems and architecture review MessageLabs – Architecture and assurance for partner management portal National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy The Open University – Enterprise architecture, CRM and product development strategies Oxfam – Content management, CRM, e-Commerce Thames Valley Police – Internet Consultancy Sony Computer Entertainment – Global process definition Amnesty International, Endemol, tsoosayLabs, Vodafone, …

Graham Oakes Ltd

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Materials

Matrix charts Brown paper for 4 corners Decision post-its Dots for voting Pens, spare post-its, blue-tack


Complexity, governance and agile team - Agile Cambridge Sep 2013

Technology

Transcript of Complexity, governance and agile team - Agile Cambridge Sep 2013