Using Agile Principles to Solve Tough Problems in Your Business
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We believe Agile is the best way to solve hard problems as a team and that we need teams to solve hard problems. Agile practices have historically focused on software but the principles underlying these practices can be applied to any hard problems. You are all working on hard problems in your business and are guiding teams that are helping to solve these problems. The concepts in this talk will give you insights into how to make your work and your teams’ work more effective. Learn how others have made 4x improvements in visibility, productivity, quality, or time to market for their solutions to hard problems. We will look at several models underlying Agile practices.
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Using Agile Principles to Solve Tough Problems in Your Business
- 1. Using Agile Principles to Solve Tough Problems in Your Business!
- 2. Rachel
- 3. Zach
- 9. Using time boxes! Testing while building! Work specified and detailed as needed! Voice of the customer on the team! Work is stack ranked by value! Work is estimated by the delivery team! Work progress is visible to all! Protecting the teamʼs commitment! Delivery team is self organizing! Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
- 10. Following Being the the Recipe Chef VS
- 12. http://www.flickr.com/photos/jdickert/247724515! http://www.flickr.com/photos/jdhancock/3768742468/!
- 13. http://www.flickr.com/photos/lablasco/5172868526! http://www.flickr.com/photos/sketch22/3386524720!
- 14. http://www.flickr.com/photos/wordridden/4562996266/! http://www.flickr.com/photos/gudlyf/4275337802/!
- 15. Hard problems are hard because the practices don’t obviously apply
- 16. How do we improve when the causes are unknown?
- 17. What hard problems are you solving?
- 18. Make your work more effective
- 19. Using time boxes! Work specified and detailed as needed! http://www.flickr.com/photos/laurapthomas/4107702172!
- 20. What’s unique about hard problems? http://www.flickr.com/photos/horiavarlan/4298997922/!
- 21. What you don’t know is unknown
- 22. Frank H. Knight
- 23. David Snowden Cynthia Kurtz
- 24. Unordered Ordered
- 25. Unordered Ordered
- 26. Unordered Ordered Chaotic Complex Complicated Simple
- 27. An example Unordered Ordered Chaotic Complex Complicated Simple http://www.flickr.com/photos/ksionic/383240468!
- 28. Complex Complicated Chaotic Simple
- 29. Complex Complicated Chaotic Simple
- 32. Voice of the customer on the team! Work is estimated by the delivery team! Work progress is visible to all! http://www.flickr.com/photos/laurapthomas/4107702172!
- 33. Wise teams
- 34. An experiment
- 36. Using time boxes! Testing while building! Work specified and detailed as needed! Voice of the customer on the team! Work is stack ranked by value! Work is estimated by the delivery team! Work progress is visible to all! Protecting the teamʼs commitment! Delivery team is self organizing! Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
- 37. Software Engineering is a hard problem
- 38. How have we coped?
- 44. Scrum Model “What is Scrum” Scrum Alliance, Inc. 2003-2008. ! http://www.controlchaos.com/about/!
- 47. Testing while building! Work is estimated by the delivery team! http://www.flickr.com/photos/laurapthomas/4107702172!
- 48. Seeing the Whole
- 49. SYSTEM THINKING
- 50. What is a system?
- 52. From the mutual interaction of the parts of a system there arise characteristics which can not be found as characteristic of any of the individual parts. Gene Bellinger, systems-thinking.org, 2004!
- 53. DOLLAR AUCTION
- 54. The Rules The dollar goes to the highest bidder, who pays the amount he bids. The second-highest bidder also must pay the highest amount that he bid, but gets nothing in return.
- 55. Bidder 1! Bidder 2! Bid: 0.01! Profit: 0.99! Bid: 0.02! Profit: 0.98! Potential Loss: 0.01! Bid: 0.03! Profit: 0.97! Potential Loss: 0.02! Bid: 0.04! Profit: 0.96! Potential Loss: 0.03! Bid: 0.04! Profit: 0.96! Etc.!
- 56. Bidder 1! Bidder 2! Potential loss: 0.97! Bid: 0.99! Profit: 0.01! Potential Loss: 0.98! Bid: 1.00! Profit: 0.00!
- 57. Bidder 1! Bidder 2! Potential loss: 0.97! Bid: 0.99! Profit: 0.01! Potential Loss: 0.98! Bid: 1.00! Profit: 0.00! Should they stop? Will they stop?
- 58. Bidder 1! Bidder 2! Potential loss: 0.97! Bid: 0.99! Profit: 0.01! Potential Loss: 0.98! Bid: 1.00! Profit: 0.00! Potential Loss: 0.99! Bid: 1.01! Profit: -0.01! Potential Loss: 0.98! Bid: 1.02! Profit: -0.02! Etc.!
- 59. “Escalation”
- 65. Delivery team is self organizing! http://www.flickr.com/photos/laurapthomas/4107702172!
- 67. Teams can make decisions many ways
- 69. Conflict + Facilitation = Collaboration
- 70. Forming
- 71. Storming Forming
- 72. Norming Storming Forming
- 73. Norming Storming Performing Forming
- 75. Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
- 76. Applying Lean and Agile Sustainable shortest lead time, best quality and value (to people and society), most customer delight, lowest cost, high morale, safety principles Respect for People - don!t trouble your "customer! Product Development - long-term great engineers - mentoring from manager- Continuous Improvement - Go See engineer-teacher - cadence - kaizen - “develop people, - spread knowledge - cross-functional then build products” - small, relentless - team room + visual mgmt - entrepreneurial chief - retrospectives - no wasteful work - 5 Whys engineer/product mgr - set-based concurrent dev - eyes for waste - teams & individuals * variability, over- - create more knowledge evolve their own burden, NVA ... practices and (handoff, WIP, improvements 14 Principles info scatter, long-term, flow, pull, less delay, multi- - build partners with variability & overburden, tasking, defects, stable relationships, Stop & Fix, master norms, wishful thinking..) trust, and coaching simple visual mgmt, good in lean thinking tech, leader-teachers from - perfection challenge within, develop exceptional - develop teams people, help partners be - work toward flow lean, Go See, consensus, (lower batch size, reflection & kaizen Q size, cycle time) Management applies and teaches lean thinking, and bases decisions on this long-term philosophy Summary of the Toyota Way (Lean Thinking) House http://www.craiglarman.com/wiki/index.php?title=Lean_Thinking_house! by Craig Larman and Bas Vodde. 2009
- 77. Kids Are Built to learn
- 78. Adults Require Reflection and structure to learn
- 80. Feasibility! Desirability! Viability! Tim Brown – Change by Design!
- 81. 1. Current Situation 2. 5. Act Hypothesis Adjust Plan Check Do 3. 4. Measure Implement 81!
- 84. Voice of the customer on the team! Work is stack ranked by value! http://www.flickr.com/photos/laurapthomas/4107702172!
- 90. Sustainable decisions use the “Groan Zone” Source: "Facilitator's Guide To Participatory Decision-Making, by Sam Kaner and others. Used with permission from Sam Kaner, 415-641-9773 ." .
- 92. Protecting the teamʼs commitment! http://www.flickr.com/photos/laurapthomas/4107702172!
- 93. CONSENSUS http://www.flickr.com/photos/leftymgp/1512421814/!
- 95. A general agreement.! ! The judgment arrived at by most of those concerned.! Merriam-Webster, m-w.com!
- 96. 5: Wild, unbridled support. 4: I think it’s a great idea. I wish I would have thought of it. 3: I can live with that and support it. 2: I have some reservations that I’d like to talk about. 1: I am very opposed and we shouldn’t move forward.
- 98. Apply agile principles to solve hard problems
- 99. Pick one of these concepts and apply it to your work
- 100. 4x the visibility, productivity, quality, or time to market
- 101. Using time boxes! Testing while building! Work specified and detailed as needed! Voice of the customer on the team! Work is stack ranked by value! Work is estimated by the delivery team! Work progress is visible to all! Protecting the teamʼs commitment! Delivery team is self organizing! Continuous improvement! http://www.flickr.com/photos/laurapthomas/4107702172!
- 102. Following Being the the Recipe Chef VS
- 104. Q&A