Perceptions of Agile Governance - Mar 2013
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Slides from my talk to Unicom "Agile in the Public Sector" on 7 March, 2013. Governance is about decision making. If you don't address it head on, then people will waste a lot of time on demarcation disputes & etc. Agile changes several aspects of decision making -- the locus of authority, the timing of decisions, notions of "best practice" -- but it doesn't change the need to make decisions about priorities, resources, tools, etc. So you need to think about governance. This talk discusses some work I've been doing to help organisations and teams explore differing views of decision rights and processes. If you can't talk about governance, then you sure as hell can't manage it.
Transcript of Perceptions of Agile Governance - Mar 2013
Perceptions of Governance March 2013 1
Perceptions of Governance
Perceptions of Governance March 2013
AgileGovernance
Perceptions of Governance March 2013
AgileGovernance
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AgileGovernance
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Agenda
What is governance?
Why agile changes governance
A tool to explore people’s perceptions
Results
Perceptions of Governance March 2013
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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
They track outcomes & act to improve them
They follow an acceptable process
(“due process”)
We know which decisions matter
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Summary (scalpel)
Perceptions of Governance March 2013
Good governance lets you focus on the decision, rather than the
decision-making process
This lets you1. Focus on important decisions2. Make good choices3. Make them in an efficient way
gothick_matt
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Agile …
… questions locus of authority … questions applicability of “best practice” … questions timing (“last responsible moment”)
… doesn’t remove need to make decisions … so doesn’t remove existence of governance … may change governance structures & style
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Decisions?
Perceptions of Governance March 2013
Which projects to prioritise?
Which stories to prioritise?
What development infrastructure?
What corporate infrastructure?
What budget & resources to allocate?
What to do today?What tools to use?
Are we ready for release?
What algorithm to use?
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1 Identify differences and open up discussion
Gather a body of data 2
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Dave Snowden
Cynefin
Perceptions of Governance March 2013
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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Some results
N=50+
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Exec
Team
Middle Mgr
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Who chooses the development process?
Perceptions of Governance March 2013
Complex.Belongs to team plus PM.
Simple (“just do it”).Belongs to team plus exec
“Belongs to me”
1/12
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Who allocates resources?
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Project Manager
Anyone but me.
“Belongs to me”
4/12
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What level of commitment can we make?
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6/12
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Is this story ready for implementation?
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8/12
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Who sets budgets?
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Agile North
BCS
10/12
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Who prioritises work?
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Agile North
BCS
11/12
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“Chaos” decisions
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EstimationObjectivesCosts
EstimationWork Allocation
(Developers also saw these as belonging to team, but Development managers thought they owned work allocation.)
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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 People have divergent opinions who should make which decision This derails projects & programmes, unless it’s addressed head on
governance
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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, …
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