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Where is Agile Going?
Johanna RothmanNew: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects
@johannarothmanwww.jrothman.com
© 2011 Johanna Rothman
What is Your Biggest Challenge With Agile in Your Organization Right Now?
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© 2011 Johanna Rothman
Where Do You Think Agile Is?
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© 2011 Johanna Rothman4
Let Me Ask You For Some Data
© 2011 Johanna Rothman
Adoption: Breadth Not Depth
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People say the words, and don’t do the work
--source: http://searchsoftwarequality.techtarget.com/
feature/Agile-methodology-adoption-in-decline
© 2011 Johanna Rothman
Intent Has Crossed the Chasm
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Refactor!Iteration!
TDD! Story!
Retrospective!
© 2011 Johanna Rothman
Has Agile Crossed the Chasm?
Where are you going?
How well are you delivering product to your customers?
How well is your organization treating you?
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© 2011 Johanna Rothman
Tests Can Bring Malicious Compliance
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© 2011 Johanna Rothman
Dig a Little Deeper
6,7,8-week iterations
Demo? We don’t need no stinkin’ demos
Handoff to QA
TDD doesn’t work here
Continuous integration doesn’t work here
<...> doesn’t work here
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© 2011 Johanna Rothman
The Technical Challenges
Agile in the large
Product owners: Overloaded operators?
Project portfolio management
Team creation
Management == leadership
A true agile culture
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© 2011 Johanna Rothman
Agile Means Personal and Cultural Change
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© 2011 Johanna Rothman
Agile Encourages Personal Change
If you build in “inspect and adapt” into your work, you
build in the growth mindset
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© 2011 Johanna Rothman
Agile Requires Cultural Change
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Each organization has its own culture
Managers and technical leads imprint their cultural
beliefs on top of the organizational culture
People imprint their personal beliefs on top of that
© 2011 Johanna Rothman
Fixed Mindset vs. Growth Mindset
Fixed mindset => talent is all you need
Growth mindset => start with reasonable people, and
that people can learn
This changes how you hire, how you create teams, how
you manage “resources”
Growth mindset managers and leads no longer need
experts; they believe in generalizing specialists
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© 2011 Johanna Rothman
Power Distance
Large power distance: people expect to be told what to
do
Small power distance: People expect to take on their own
work
What happens if you have middle managers who believe in
large power distance with agile teams?
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© 2011 Johanna Rothman
Uncertainty Avoidance
Strong uncertainty avoidance: strong need for rules and
regulations. Proceed with change carefully
Weak uncertainty avoidance: strong belief in common
sense. Tolerance for ambiguity and chaos
What happens if you have managers with strong
uncertainty avoidance?
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© 2011 Johanna Rothman
“Masculinity”
Masculinity: Personal recognition
Femininity: Work with a cooperative team
How do you do bonuses? How do you do recognition in a
masculine environment? Who games the system? When
do you attack the system?
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© 2011 Johanna Rothman
What Are the Implications?
Difficult transitions for management and across the
organization
Differing mindset beliefs
Differing power distance cultures
Differing uncertainty avoidance beliefs
Differing masculinity values
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© 2011 Johanna Rothman
What Would Post-Agile Look Like?
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Agile in the large
Real product ownership
Project portfolio management
Team creation
Management == leadership
A true agile culture
© 2011 Johanna Rothman
Agile in the Large
Program management
Geographically distributed agile
“Such investment will break our economic model”
“Pay me now or pay me later”
Agile architecture
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© 2011 Johanna Rothman
Project Portfolio Management
“Resource managers” might be the worst thing that has
happened in management
Optimization at the person level instead of optimization
at the organization level
Work has to flow through teams
Eliminate multitasking
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Commit, Kill, Transform?
© 2011 Johanna Rothman
Team Creation
People have to learn to how to become a self-organized
team
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© 2011 Johanna Rothman
Management == Leadership
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Management create the environment in which teams flourish
Communities of Practice
Managers can coach, provide meta feedback
Project management
Lead the hiring effort
Iterative strategic planning
Project portfolio management
© 2011 Johanna Rothman
Crossing the Chasm is a Cultural Change Issue
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© 2011 Johanna Rothman
Where Are You Going?
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© 2011 Johanna Rothman
What is Your Biggest Challenge With Agile in Your Organization Right Now?
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© 2011 Johanna Rothman
References and More Reading
Dweck, Carol. Mindset: The New Psychology of Success. Random House, 2006.
Hofstede, Geert, Gert Jan Hofstede, Michael Minkov, Cultures and
Organizations : Software for the Mind, Third Edition, McGraw Hill, 2010.
Look for my upcoming program management book, tentatively titled Agile
& Lean Program Management: Collaborating Across the Organization
Tons more on jrothman.com
If you’d like me to stay in touch with you, please sign up for my email
newsletter, fill out a yellow form, or email me.
I’ll be putting these slides up on slideshare
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