Burning Agile

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<ul><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Burning Agile Individuals, Interactions, Scaling and Illusions </p><p>Gaetano Mazzanti </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>1986 1st Burning Man </p><p>35 people </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>1986 </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Burning Man 2001 </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Burning Man 2001 </p><p>25,000 people </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>2001 </p><p>25,000 people </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Burning Man 2012 </p><p>56,000 people </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>2012 </p><p>* </p><p>* SAFe is used just as an example of a scaled framework </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the illusion of a predefined future state </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>its a complex world out there </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>complex vs ordered domains </p><p>Complex </p><p>uncertainty </p><p>enabling constraints </p><p>heuristics </p><p>emerging behavior </p><p>emerging practices </p><p>not predictable </p><p>retrospective coherence </p><p>multiple parallel small safe-to-fail experiments </p><p>Ordered </p><p>certainty (uh?) </p><p>governing constraints </p><p>rules, no/few degrees of freedom </p><p>no adaptive behavior </p><p>best practices </p><p>predictability, repeatability </p><p>design/predict a future state (systems thinking anyone?) </p><p>Scrum </p><p>Kanban </p><p>see Dave Snowden </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the dreadful engineering metaphor </p><p>complex systems are not causal</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>rules, exceptions, rules for exceptions, etc. </p><p>in a controlled environment (ordered domain) the only way to make things work is to break the rules </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>rigid rules: we dont trust managers (let alone others) to take decisions </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>back and forth from chaos to bureaucracy </p><p>nothing done </p><p>nothing started </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>back and forth from chaos to bureaucracy </p><p>nothing done </p><p>nothing started </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>back and forth from chaos to bureaucracy </p><p>nothing done </p><p>nothing started </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>wants vs needs </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>replicate circumstances (practices) hoping to replicate outcomes </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>correlation vs causation </p><p>the ones who failed did quite similar things </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>once upon a day ok lets do Agile :-/ </p><p>aka Scrum </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>cross-functional teams </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>a Scrum Master </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>a Product Owner </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>a few fools ahem tools </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the right tools! </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>here come the tree huggers </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>then comes the storm </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>failure or success? </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>define success </p><p>*whatever that means </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>hmmm </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the problem with Scrum </p><p>Its not what Scrum is, its what it often becomes </p><p>(almost) everyone takes it as a recipe. A local recipe btw </p><p>Adds more roles to siloed organizations </p><p>Rituals as checklists (because Scrum says so) </p><p>Oppressive Agile (Ron Jeffries) </p><p>Velocity, oh my </p><p>Misused or misunderstood? Does it make any difference? It hurts people </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>The Agile Delivery Manager :-/ </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>JOB DESCRIPTION </p><p>Looking for a very strong Scrum Master with at least 3 years as an IT PM. This resource will be leading Agile project coordination to support upstream and downstream teams. </p><p>Project Manager services include the management of complex, high value IT delivery projects that require the coordination of development work or technology work on multiple platforms to achieve desired functionality. </p><p>Typically, the Scrum Master PM will lead a matrixed team and once the project is complete, the PM will move to another project that will have a different team mixture. Proven and substantial experience leading complex Agile development or IT technology projects (typically 6+ years) </p><p>A thorough knowledge of the IT development life cycle, the Agile Framework, Scrum and Kanban experience. Proficient in the use of Version One, the Microsoft Office products: Outlook, Word, Excel, PowerPoint, Visio, and Project and previous exposure to Clarity a plus! </p><p>what about a Strong Scrum Master 1/2 </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>what about a Strong Scrum Master 2/2 </p><p>Specific role responsibilities include: </p><p>- Communicate committed stories for the upcoming sprint to the backlog owner and stakeholders </p><p>- Support the Backlog Owner and Portfolio Manager in updating monthly the 30-60-90 release roadmap based on the health and priority of the stories of the backlog and planning poker estimates/sizing </p><p>- Adding or removing stories based on burn-down of the current sprint (discuss w/ BSA and TPO or Lead BSA) </p><p>- Represent the team daily at the Scrum of Scrums (S2) meeting to report progress against burndown </p><p>- Monitor team backlog in v1 daily and ensure it accurately reflects the current state, including time to be burned and status </p><p>- Forecasting and budgeting - Manage business relationships </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the problem with Kanban </p><p>Kanban is much easier </p><p>Very few rituals -&gt; no rituals </p><p>No new roles -&gt; no change </p><p>Just draw a few columns and stick post-its on it </p><p>Limit WIP what? </p><p>Optimize Flow what? </p><p>Safe-to-fail what? </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>flow? </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>hierarchy kills flow </p><p>Real God</p><p>Jupiter</p><p>Half-god 1</p><p>Half-crap1</p><p>Half-crap2</p><p>Half-crap3</p><p>Half-goddess 1</p><p>Juno</p><p>Half-goddess 2 Half-god 2</p><p>Half-crap4 Half-crap5</p><p>Crap1</p><p>Crap2</p><p>Crap3</p><p>Crap4</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>silos prevent flow </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>multitasking hinders flow </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Results </p><p>Actions </p><p>Beliefs </p><p>Experiences </p><p>The Results Pyramid is copyright of Partners in Leadership LLC </p><p>beliefs, actions, results </p><p>Culture </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>The Results Pyramid is copyright of Partners in Leadership LLC </p><p>beliefs, actions, results </p><p>Results </p><p>Actions </p><p>Beliefs </p><p>Experiences Culture </p><p>man</p><p>age </p><p>lead</p><p>man</p><p>age </p><p>lead</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>got it, we are ready to change </p><p>install change </p><p>rollout change </p><p>drive change </p><p>culture change </p><p>source Esther Derby </p><p>the words of change</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the temple of promise </p><p>this time we are going to change, really</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>lets scale too </p><p>but we want to feel SAFe </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>the illusion of predictability </p><p>known (?) start </p><p>predefined destination </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>aggregation doesnt work with a complex system </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>using an ordered approach in a complex domain </p><p>someone could get hurt </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>so what? </p><p>dont change everything map the culture, map the stories set enabling constraints run multiple parallel small safe-to-fail experiments be ready for the unexpected </p><p>inspired by Dave Snowden </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>so what? </p><p>inspired by Dave Snowden </p><p>disintermediation distributed cognition (early) detection of patterns to amplify or dampen but no premature convergence/conclusions abduction, not induction (no linearity) decomposition &amp; recombination (scaling) </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>dos and donts </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>boundaries - enabling constraints </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Black Rock City </p><p>a playground for trial-and-error approaches and experiments </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>no pressure to create something perfect </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>co-creation - collaboration </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>multiple parallel safe to fail experiments </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>multiple parallel safe to fail experiments </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>multiple parallel safe-to-fail experiments </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>emerging outcome </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>but then </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Burning Man Leaves No Trace </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>what about agile? </p></li><li><p>agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2015</p><p>Gaetano Mazzanti </p><p>@mgaewsj </p><p>gaetano.mazzanti@agile42.com </p></li></ul>