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Building High Performance Organizations Is there a Strategy? Building High Performance Organizations Game by Agile Pain Relief Consulting is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License

Building high performance organizations

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Page 1: Building high performance organizations

Building High Performance Organizations

Is there a Strategy?

Building High Performance Organizations Game by Agile Pain Relief Consulting is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License

Page 2: Building high performance organizations

Hope is not a Strategy

Page 3: Building high performance organizations

–Monty Python - The Spanish Inquisition

“Our chief weapon is surprise...surprise and fear...fear and surprise....”

Page 4: Building high performance organizations

Improve Wisdom of the Crowd

Resilience Respond to Change

Sense

Benefits

Page 5: Building high performance organizations

Sample Round 5 min

Background 5 min

6 Rounds 10-15 minDebrief

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Organizational Improvement Team

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Goal

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Visualize Your Work

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Map Your Portfolio• Work Collaboratively

• Find Current Work In Progress

• Categorize and Map

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Portfolio Kanban Walls

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Our Kanban

Wall

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Role Cards

• Take In Order

• Private to You

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Smallest Online Bookstore

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Game Setup• Take a Persona Card (keep it secret)

• Feature Cards place in Portfolio

• Operational Cards Shuffled and Face down

• $10,000 in monopoly money shared among team

• Setup Bank

• Each round represents 4 Sprints

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Round

1. Purchase Features

2. Place in Product Backlog

3. Purchase Operational Activities

4. Commit to Features

5. Gremlins

Page 16: Building high performance organizations

Round Part II

6. Work Completed

7. Customer Satisfaction

8. Record Money

9. Return Cards

10.Retrospective

Page 17: Building high performance organizations

Sample Round Purchase Features

• Recommendations Engine $2,400 • potential value $7,500 • Story Points 30

• Wishlist $2,000 • potential value $5,000 • Story Points 10

Page 18: Building high performance organizations

Sample Round Place in Product Backlog

• Team POs order

• Wishlist, then Recommendations Engine

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Sample Round Purchase Operational Activities

• Draw Three Cards

• Purchase: Backlog Refinement - $600 and two fewer Story Points completed this round

• Recommendations Engine Split into 3 parts

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Sample Round Commit to Features

• Wishlist

• All three Recommendation Engine Parts

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Sample Round Gremlins

• Draw Two Cards

• Regression - reduce capacity by 5 story points

• Dark Work - reduce capacity by 5 story points

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Sample Round Work Completed

• -2 Story Points for Backlog Refinement

• -10 for two Gremlins

• Work Completed - 40 its (base) - (2 Backlog Refinement + 10 Gremlins) = 28 pts

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Sample Round Work Completed II

• 28 Story Points complete

• Record which Features complete (in order) - Wishlist (10). Recommendations Engine I (10)

• Incomplete Recommendations II (2 its remain) and III (10 points remain)

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Sample Round Customer Satisfaction

• Wishlist – die roll: 3 – 75% of Customer Value$5,000 = $3,750 paid.

• Recommendation Engine part I – die roll: 2 – 50% of Customer Value $2,500 = $1, 250 paid

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Sample Round End

• Spent $5,000

• Received $5,000

• Note Permanent Changes in Capacity (None)

• Retrospective

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Risk - Bankruptcy

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Round

1. Purchase Features

2. Place in Product Backlog

3. Purchase Operational Activities

4. Commit to Features

5. Gremlins

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Round Part II

6. Work Completed

7. Customer Satisfaction

8. Record Money

9. Return Cards

10.Retrospective

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Gremlins

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Weathervaning Exec Short Term Client Story

• Mitigated by - PO Empowered to say No

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Regression• Partial Mitigation

• Why Agile - Quality?

• Improve Engineering Practices

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Support Issue• Partial Mitigations

• Walking Portfolio Kanban Wall with Team

• Cross-Skilling

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Just Work Harder• Mitigation - Pro-social bonuses

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Dark Work aka Shadow IT

• Partial Mitigation - Walking the Portfolio Kanban Wall

• Full Mitigation - Clarified the Vision with Your Team

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Micromanagement• Mitigation - Coaching Executive Mindset

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Team Member Borrowed or Poached

• Partial Mitigation - Cross Skilling

Page 37: Building high performance organizations

Not My Work• Partial Mitigation

• Cross Skilling

• Pro-Social Bonuses

Page 38: Building high performance organizations

Operational Activities

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Backlog Refinement

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Lean U/X

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Concept Prototype Validate Internally

Test Externally

Learn from user behavior

Iterate

Just the UX process

#LeanUX | @jboogie

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Power to Say NO

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Hire an Additional Team

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Work In Progress Limits

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Clarify Vision

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Clarify Why Agile - Quality• Collaborative Strategy Deployment

• Hoshin Kanri

Page 47: Building high performance organizations

Karl Scotland - @kjscotland - #abe15 http://availagility.co.uk

Increase revenueReduce costs

Reduce churn

Let V

alue F

low

Be Fi

rst to

Ma

rket

Give t

he Be

st Us

er Ex

perie

nce

ReportingDevOpsProduct OwnershipHack Days

Decre

ase L

ead

Time

Increa

se NP

S

Increa

se Th

rough

put

Decre

ase S

uppo

rt Ca

sesInc

rease

% inn

ovatio

n

Page 48: Building high performance organizations

Karl Scotland - @kjscotland - #abe15 http://availagility.co.uk

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Coach Mindsets

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Team Level Bonuses

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Pro-Social Bonuses

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Debrief

• Hindsight is 20/20

• Fragile

• Risks

• Many trumps One

Page 53: Building high performance organizations

References• Game Posted - agilepainrelief.com

• Lean UX: https://agilepainrelief.com/product-owner-resources-and-references#usability

• Kanban: https://agilepainrelief.com/scrummaster-resources-and-references#kanban

• Prosocial Bonuses: https://agilepainrelief.com/scrummaster-resources-and-references#pay-for-performance

• Portfolio Management: https://agilepainrelief.com/scrummaster-resources-and-references#portfolio-management