Engineers and Business Agility for Intel Agile Conference 2015
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A keynote presentation on the role of Engineers in the move to creating a business that can create, sense and respond to change.
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Engineers and Business Agility for Intel Agile Conference 2015
- 1. www.rallydev.com Architecting and Confronting a New System to drive Business Agility @RallyON @RallySoftware Slides: bit.ly/engineerbizagility
- 4. The ability of the business to create, sense and respond to change lies with engineers – you are the key
- 5. How many of you are Engineers = ?
- 6. What do you want to become = ?
- 7. CEO
- 10. I know what you are thinking!
- 11. Wow, that takes brilliant work
- 13. Maybe I should be on the management track
- 14. ?
- 17. My Rock Geology Professor in 1985 Bernard Amadei
- 22. In a four year bachelors of science degree: Civil Engineer – 1200 to 2000 Eng Physics – 3000 to 5000
- 24. What we assume
- 25. h"p://arxiv.org/abs/cond-‐mat/0412004 h"p://www.flickr.com/photos/danielmorrison/428130095 Gaussian distributions
- 27. Low probability events have higher impact
- 28. Plausible
- 29. An example
- 33. What does this look like in the Business?
- 35. … the Wall Street Journal noted that from 2007, when the iPhone was first introduced, to 2012, household spending in the U.S. on communications increased by 11 percent while spending on cars declined. So if you’re a carmaker and you’re comparing yourself to other carmakers, you’re missing this completely. Competition on Any Front
- 36. Yes, this is about your company
- 38. Assumes: Certainty is high Goal: Maximize individual efficiency
- 40. Create a plan to predict the future
- 45. Obscure the uncertainty with details of a false precision
- 46. How do we make sense of this?
- 53. Flikr by _DJ_ Neurons Synapses Transistors Links Flikr by Jurvtson
- 54. INSTEAD Assume: Uncertainty exists GOAL: Maximize value delivery
- 55. Sense and Respond to Change Three Levels of Agility Connect your organization Optimize for Business Value Deliver Value Faster
- 57. Change comes from individual advocates Breakthrough comes from transformation Bottom Line Impact Breakthrough
- 58. Who’s Job is it to change this?
- 60. Typical approach
- 67. Product Backlog Iteration 2 Weeks Daily Meeting Iteration Backlog Product Increment Scrum Disciplined Execution
- 69. Add Disciplines of a Scientist
- 79. Uncertainties Canvas Name: Date: I-2 Level of UncertaintyLow High DegreeofImpactLowHigh Obvious Actions have a repeatable and predictable effect on the environment that everyone can understand. Chose the obvious action to achieve the desired effect. Complicated Actions have a repeatable effect on the environment. Because the relationships within the environment are difficult to understand, typically only experts experienced in the domain can understand and predict the relationship between actions and their effect on the environment. Consult multiple experts to understand the actions necessary to achieve the desired effect. Complex Actions do not have a repeatable effect on the environment. Because there are many independent actors and interaction points, the environment will coevolve and defy prediction even by experts. Run multiple, small experiments interacting directly with the environment to encourage the desired effect to emerge.
- 92. Some rights reserved by Marek Mahut
- 93. It is born into us! We just need to reconnect with it
- 98. How many USERS have you ENGAGED with in the last year?
- 99. Interview people
- 100. Build empathy
- 101. Seek Insights
- 103. Maximize Learning
- 107. QUARTERLY These Activities to Create, Sense Respond Portfolio Steering PSI Demo Release Planning Informs Forecasting and budgeting Prioritization value delivery Feedback Feedback Informs Business Steering
- 108. Organizational Agility as important as Value Stream Agility
- 109. Business strategy (3–5 years) Forecasting and budgeting (12–18 months) Prioritization and value delivery IT/Engineering (3 months–9 months) Long-range business commitments (1–3+ years) Synchronize These Activities to Create, Sense Respond
- 110. What is the new system?
- 111. Business Agility Practices: All are based on Lean Thinking Customer Development Design Thinking Scaled Agile Development Lean Product Development Developer and Team Flow DevOps Agile Portfolio and Steering Innovation Pipeline Organization Guiding Principles for Sr. Managers, Executives and Boards • Serve by leading and lead by serving • Follow the work, not the worker • Respect people (customers, employees, suppliers, and the community) • Balance execution and exploration Portfolio Guiding Principles for Departmental Leaders • Plan first level of execution roughly right over precisely wrong • Fund capacity and adjust scope over project funding • Fund at the team level over FTEs • Optimize value delivery over resource utilization Execution Guiding Principles for Teams • Self organize around the work • Inspect and adapt continuously • Collaborate and commit through trust and transparency • Work on the few things that matter most
- 112. - 112 - Transform Your Work System • Ideal (future state) • Failure (Not Learning) • Efficiency (Flow) • Leadership (Servant) • Smooth Fast flow • Work Visualization • Lean and agile • Collaborative to leverage wisdom Guiding Ideas Organizational Technical Infrastructure Tools, Techniques Methods
- 114. Market Experiments Experiments Too *Experiments (business spike) can validate backlog, just like a technical spike
- 116. The ability of the business to create, sense and respond to change lies with engineers – you are the key
- 117. From “T” To “E”
- 119. Frame Empathize Build Ship Test Measure Learn Share How effective can you become at this WHOLE cycle?
- 120. 1. Become a Disciplined Explorer 2. Take Time to Empathize 3. Share your Learning up and out 4. Think Globally, Act Locally
- 121. Make your Vector Math of your BUSINESS work
- 122. *Christopher Avery’s –Responsibility Framework TAKE Responsibility* Intention Awareness Confront
- 125. • Technically • Environmentally • Socially Responsible Engineering
- 129. Dave Douglas David Snowden Kembel Brothers Dean Leffingwell Bernard Amadei Don Reinertsen Steve Blank Eric Ries Shoulders of whom I am standing on
- 130. Thank you @RallyOn #rallyforimpact Slides: bit.ly/engineerbizagility )