There is No More Important Time to be Agile
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Transcript of There is No More Important Time to be Agile
Robbie Mac Iver, Agile Consultant & Coach
There is No More Important Timeto be Agile
In the long run, the only sustainable source of competitive
advantage is your organization's ability to learn faster
than your competition
- Peter Senge, The Fifth Discipline
The Business Conditions
The Mac Iver Group, LP © 2005-2015 2
The Market Reaction
The Mac Iver Group, LP © 2005-2015 3
The Problem in a Downturn
We Face Increased
Operational Pressures
We Need to Stay Competitive
in the Market
We Need to Continue to
Improve
The Mac Iver Group, LP © 2005-2015 4
How Can Agility Help?
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Source: www.agilemanifesto.com
How Can Agility Help?
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Source: www.agilemanifesto.com
Hands-On Agile Principles
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Form working groups
Review agile principles
Prioritize them – which would
be most helpful in address the
problem
Increased operational pressures
Need to stay competitive
Need to continue to improve
The Approach
Make Good Decisions About
What Work to Do
And what work NOT to do
Effectively Deliver That Work
Predictable visible progress
Delivery Value Very Frequently
Help the business today
The Mac Iver Group, LP © 2005-2015 8
The Approach
Make Good Decisions About
What Work to Do
And what work NOT to do
Effectively Deliver That Work
Predictable visible progress
Delivery Value Very Frequently
Help the business today
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What Are Your Priorities?
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Make Good Decisions
What Are Your Priorities?
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Make Good Decisions
Provide a Clear Vision
Provide Clarity of Purpose
Refined for Current Business
Conditions
What’s the impact?
What’s our objective?
What’s our approach?
Communicated Clearly
Broadly & often
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Make Good Decisions
Set Clear Priorities
Two or Three
To increase focus
Specific Actions
That support the vision
Measurable Business
Value
To assess outcomes
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Make Good Decisions
CIO Survey – Top Priorities
University VP and CIO
Fully deploy CRM platform
Establish SaaS platform for ERP
suite
Increase digital literacies
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Make Good Decisions
CIO Survey – Top Priorities
Diabetes Solutions Senior Director
Improve the customer experience by
embracing the mobile mind shift and
exceeding customer expectations by
having actionable and authentic data
for business insights
Increase market readiness by staying
nimble and having a plug-and-play
model
Reduce the cost
The Mac Iver Group, LP © 2005-2015 15
Make Good Decisions
CIO Survey – Top Priorities
Energy Company VP of IT Deploy solutions which enhance customer
experience with our company and our brand
Enhance our customer relationship management capabilities so that we have a comprehensive view of all of our interactions with each consumer to be a robust partner
Link our internal data with external data sources to provide better analytical insights about our products for all stakeholders
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Make Good Decisions
Purpose Alignment Model
Parity
Excel
Who Cares?
Partner
Mission Critical
Mark
et
Dif
fere
nti
ati
ng
HighLow
Low
Hig
h
Source: Stand Back and Deliver - Pixton, Nickolaisen, Little, McDonald
Make Good Decisions
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Buy a Feature
For more information visit: www.innovationgames.com
Make Good Decisions
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Select Features for Release
Name User Story Benefit Size in
Story
Points
Purchase
Price
Make Reservation
As a pet owner I want to reserve a PoodlePalace Suite so that FiFi will have the ultimate doggie day care experience.
Reserved Space 5 $75
Meal Preference
As a pet owner I want to specify a meal/treat preference so that FiFi has her usual food.
Usual Food 1 $15
Web Camera
As a pet owner I want to view FiFi via a web camera so that I can see how happy and active she is.
Increased Owner Comfort
8 $120
Historic Data
As the owner of PoodlePalace I want to review historical data so that I know which services are most commonly used.
Increased Business 13 $195
Virtual Tour As the owner of PoodlePalace I want to offer a virtual tour of my facilities so that potential customers are attracted to my business.
Attract New Business
13 $195
…
PoodlePalace Backlog
Make Good Decisions
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Useful When…
Product Owner is a Proxy
Lack of alignment with the real
customer
Product is Too Complex
No one person knows it all
Product Serves Many Customers
Which customer’s requests take
priority
Gain Consensus Between Multiple Product “Owners”
Make Good Decisions
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Provide a Clear Vision
Provide Clarity of Purpose
Refined for Current Business
Conditions
What’s the impact?
What’s our objective?
What’s our approach?
Communicated Clearly
Broadly & often
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Make Good Decisions
Agile Principles
Welcome Changing Requirements -- Harness Change for Competitive Advantage
Simplicity - Maximize Work NOT Done
Business People & Developers Work Together
Face-to-Face Conversation
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Make Good Decisions
Make Good Decisions About
What Work to Do
And what work NOT to do
Effectively Deliver That Work
Predictable visible progress
Delivery Value Very Frequently
Help the business today
The Approach
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4 Disciplines of Execution
Focus on the Wildly
Important
Act On Leading
Measures
Keep a Compelling
Scoreboard
Create a Cadence of
Accountability
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Effective Delivery
The 4 Disciplines of Execution - McChesney, Covey, Huling
Conventional Thinking
All of our goals are
important. We can
multitask and succeed
at 5, 10, or 15 goals by
working harder and
longer…
Wildly Important Goal
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Effective Delivery
4DX Principle
Many goals are
important, but only one
to two are wildly
important. Our finest
effort can only be given
to one or two WIGs at a
time…
Wildly Important Goal
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Effective Delivery
How many goals
to you want him to
focus on?
Specific Outcome
by
Specific Date
Wildly Important Goal
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Effective Delivery
Aligned With
A Larger Goal
Wildly Important Goal
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Effective Delivery
What is a Wildly Important Goal in Scrum?
“We will deliver working
software for 6 user
stories worth 38 points
by the end of the sprint”.
Wildly Important Goal
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Effective Delivery
Wildly Important Goal
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Effective Delivery
What is a Wildly Important Goal in Kanban?
Regular Cadence
Refine Backlog
Fit Empty Slots
Optimal Flow
Act on Leading Measures
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Effective Delivery
Impacts
Focus on Leading Measures
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Effective Delivery
Conventional Thinking
Keep you eye on lag
measures -- sales
results, cost savings…
Stress out while you
wait.
4DX Principle
Focus on moving lead
measures – the high-
leverage actions you
can take to move the
lag measure.
Focus on Leading Measures
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Effective Delivery
What are Lag and Lead Measures in Scrum?
Focus on Leading Measures
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Effective Delivery
Remaining
Hours
Lead Measure
Focus on Leading Measures
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Effective Delivery
Focus on Leading Measures
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Effective Delivery
Lead Measure to Completion of
Product Backlog
Focus on Leading Measures
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Effective Delivery
What are Lag and Lead Measures in Kanban?
Focus on Leading Measures
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Effective Delivery
What are Lag and Lead Measures in Kanban?
Lag Measure
Backlog Size
Lead Time
Cycle Time
Lead Measures
Compelling Scoreboard
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Effective Delivery
Conventional Thinking
Scoreboards are for
leaders that consist of
complex spreadsheets
and charts with
thousands of numbers
-- Big picture is hard for
anyone to see.
4DX Principle
Scoreboards are for the
whole team to drive
execution with a few
simple graphs. Anyone
can tell if we are
winning or losing in 5
seconds or less.
Compelling Scoreboard
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Effective Delivery
Are they keeping score?
Compelling Scoreboard
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Effective Delivery
What Scoreboards are in Scrum?
Compelling Scoreboard
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Effective Delivery
What Scoreboards are in Kanban?
Compelling Scoreboard
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Effective Delivery
What Scoreboards are in Kanban?
Team Behavior We Want
Take Initiative, Be Proactive
Act with Confidence
Focus On Getting Things
Done
Stretch Themselves
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Effective Delivery
Choose Carefully
Use Scoreboards
Drive Desired Behavior
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Effective Delivery
Take Initiative, Be Proactive
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Effective Delivery
Act with Confidence
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Effective Delivery
Focus of Getting Things Done
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Effective Delivery
Stretch Themselves
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Effective Delivery
4DX Principle
Accountability on our
team is shared. We
make commitments
and are accountable to
each other (and to our
boss) for following
through.
Cadence of Accountability
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Effective Delivery
Conventional Thinking
Accountability on our
team is top down. We
meet with the boss and
he let’s us know how
they are doing and
what to do on next.
Cadence of Accountability
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Effective Delivery
Review the ScoreboardLearn from Successes and Failures
PlanClear the path and make new
commitments
AccountReport on past commitments
1
2
3
Cadence of Accountability
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Effective Delivery
How Does Scrum Do This?
AccountSprint
Review/Demo
ReviewDaily Scrum
Retrospective
PlanSprint Planning
Sprint Goal
Cadence of Accountability
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Effective Delivery
How Does Kanban Do This?
AccountFinished Work
ReviewDaily Standups
Retrospective
PlanRefine Backlog
Prioritization
4 Disciplines of Execution
Focus on the Wildly
Important
Act On Leading
Measures
Keep a Compelling
Scoreboard
Create a Cadence of
Accountability
The Mac Iver Group, LP © 2005-2015 55
Effective Delivery
The 4 Disciplines of Execution - McChesney, Covey, Huling
Agile Principles
Self-Organizing Teams
Motivated Individuals
Team Reflection
Sustainable Pace
Business People &
Developers Work Together
Face-to-Face Conversation
Working Software is the
Primary Measure of Progress
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The Approach
Make Good Decisions About
What Work to Do
And what work NOT to do
Effectively Deliver That Work
Predictable visible progress
Delivery Value Very Frequently
Help the business today
The Mac Iver Group, LP © 2005-2015 57
A Not So Hypothetical Project
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Frequent Value
Construct Customizations
Setup Search Dev Environment
Acquire Content
Create Data Warehouse
Construct UI
Validate Content
Create Test Cases
Move/Upgrade Servers
It’s All Too Common
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Frequent Value
Product Roadmaps
What Business
Problem(s) are We
Solving?
When?
What Are the
Incremental Steps?
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Frequent Value
Organize Along the Value Stream
The Process is Important
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Frequent Value
Where Are We
Going?
How Do We
Get There?
What Do We
Need To
Accomplish?
Vision/Strategy Roadmap Product Backlog
One Sample Roadmap
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Frequent Value
Enable
Change M
anagem
ent
Asset
Group A
Manage Infrastructure Assets
Asset
Group BAsset
Group C
Manage
Applications
Manage Topology
Today
Ma
rch
20
14
Ma
y 2
01
4
July
2014
Impactful Releases
Make a Difference Today
Focused Specific
Capability or Audience
Significant Step To Overall
Vision
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Frequent Value
Other Examples
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Frequent Value
Tools Available
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Frequent Value
Deliver Value Frequently
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How Does Scrum Support This?
Frequent Value
Deliver Value Frequently
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How Does Kanban Support This?
Frequent Value
Lead Time
Agile Principles
Satisfy Customer Through Early & Continuous Delivery of Valuable Software
Working Software is the Primary Measure of Progress
Simplicity - Maximize the Work NOT Done
The Best <Solutions> Emerge from Self-Organizing Teams
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Frequent Value
The Problem in a Downturn
We Face Increased
Operational Pressures
We Need to Stay Competitive
in the Market
We Need to Continue to
Improve
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Uncertainty Is Always With Us
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When Was The Last
Time You Were
Certain of the Next
Move in Your Market?
It Shouldn’t Take A Significant
Business Disruption to Get Us To
Deal With Uncertainty…
Agile Organizations…
Are Learning Organizations
Are More Proactive
Better Anticipate Market Swings
Are More Resilient to Uncertainty
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In the long run, the only sustainable source of
competitive advantage is your organization's
ability to learn faster than your competition
- Peter Senge, The Fifth Discipline
It’s Already Happening
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It’s Time To Be Agile
Make Good Decisions About
What Work to Do
And what work NOT to do
Effectively Deliver That Work
Predictable visible progress
Delivery Value Very Frequently
Help the business today
The Mac Iver Group, LP © 2005-2015 73
• Influence vs.
control
• Growth mindset
• Direction and
focus
• Quality
• Reliability
• Adaptability
• Strategic vs.
tactical balance
• Business need
discovery
• Solution
validation
• Shared
commitment
• Fit-to-purpose
solutions
• Incremental
delivery
Balancing Agile Adoptions
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What Can You Do?
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Promote Agile Values &
Principles
Tie them to improved performance
Understand Business Purpose
Ask for it!
Stay Value Focused
Deliver early & often
There Is No More Important Time
The Mac Iver Group, LP © 2005-2015 76
Robbie Mac Iver
▪ Past President/Advisor National Board of Directors
▪ Founder Houston Chapter
▪ Stage Producer – Agile 2010, Agile 2011
▪ Presenter – Agile 2010
▪ Stage Producer – Agile Executive Forum 2011
www.robbiemaciver.com
@robbiemaciver
robbiemaciver
Consulting ▪ Coaching ▪ Mentoring
▪ Agile Adoption ▪ Agile Leadership ▪ Product Management
▪ Leadership Agility 360™ Assessment
▪ Certified LeSS Practitioner
10+ Years Agile Techniques ▪ 10+ Years Project Leadership
▪ 20+ Years Information Technology