AGILE CULTURE@andreaprovaglio

WHAT I DO

I help IT organizations to find and implement better ways of doing business.

I coach teams and individuals who want to improve technically and relationally.

In 20+ years in IT, I had clients in three continents and a U.S. work visa for “extraordinary abilities in Sciences”.

WHAT WE’LL TALK ABOUT

• Cultural Change

• Ephemeralization

•Dealing with Uncertainty

• The Agile Approach

The Agile TriangleCultural change for organizations and individuals

Transparency

Feedback Self-organization

Continuous improvement

Sustainable growth

Valuecreation

EPHEMERALIZATION

“Do more and more with less and less until you can do everything with nothing”

-- Richard Buckminster Fuller-- Richard Buckminster Fuller

For instance...

“Do more and more with less and less until you can do everything with nothing”

“Do more and more with less and less until you can do everything with nothing”

“Do more and more with less and less until you can do everything with nothing”

How much does it take to modify this keyboard layout?

And this?

Moving Targets

For us, change is generally easier compared to physical goods.

Users rightly ask for it, in response to changing conditions in their world.

Asymmetrical Payoffs"When we make much more money from success than we lose from failure, then we should be willing to invest in opportunities that have considerably less than a 50 percent chance of success."

-- Donald G. Reinertsen

Misplaced Expectations

Things will not change

Predictable financial payoffs

DEALING WITH UNCERTAINTY

Interconnected World

In 2012, CERN LHCb antimatter experiment in Geneva was slowed down by Thailand floods.

Forecasts

NOAAGianfranco

Which one do you trust more? and why?

A Curious Fact

We forecast the weather, but we estimate the time

and cost for developing a new,

ephemeral product.

Hint: try rolling forecasts instead (Siemens use them)

Predictability vs. Adaptability

A Roadmap? Nah.

A Roadmap Gives OptionsA Roadmap Gives OptionsEven better with real-time status updates.

Impact Maps Give OptionsImpact Maps Give OptionsValidate hypothesis with fail-

fast, fail-safe experiments

THE AGILE APPROACH

Knowledge Workers

Workers whose main capital is knowledge.

What differentiates knowledge work [...] is its primary task of

"non-routine" problem solving that requires a

combination of convergent, divergent, and creative thinking.

The Team is our Basic Unit of Work

Hint: refrain from micro-managing individuals

Knowledge Work Organizations

Knowledge

WorkVisualization

Feedback

Measuring Queues

Limiting WIPMeasuring what really matters

Organizational Culture

Roles

Collaboration

Self-organizationLearning

Soft SkillsDeep Dialogue

A Knowledge Work Leader...

Facilitates deep understanding

Values diversity Fosters an healthy ecosystem

Protects

Is a steward of organization’s resources for the greater good

Encourages trust and learning

Heroes, Dictators, Prima Donnas and Masters of Puppets Don’t Belong Here

...??

!

Personal Responsibility is an Essential Quality

Hint: Check out Christopher Avery's Responsibility Process

Our Dear Old Inefficiencies

Time

Cost

Scope

...?

and BTW, where is your “WHY”?

A Different Model

Options

Vision

Rolling forecasts

Rolling forecasts

Moving targets

In Short...

Challenge your expectations

Leverage Uncertainty, cultivate Vision

Understand and foster social units of work

Measure what really matters

THANK YOU!

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QUESTIONS?