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We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed. But no one really asks why. Why does it work? This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think. Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
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Why Does Agile Work? October 9-‐10th 2013
Agile Business Conference 2013
MaAhew Caine
AGILE
Some people call it a method or an approach
above all
It is about PEOPLE and RESULTS
AssumpOons
• Heard something about “Agile” • May have seen teams working in this way • You like it… but not sure why it works • Expect some quick-‐win “take-‐aways”
Who am I? • English • Come from near Liverpool / Manchester • I.T. background • Lived in CH since 1994 • Worked in London, NY, Berlin, Geneva and ZH • Discovered “Agile” in 2009
August 2011 Setup M.C. Partners & Associates
September 2012 Launched the Agile Academy
Community
A Rollercoaster Journey
Let’s Look at MoOvaOon
OUR projects are Soooo Complex – we need moOvated
people!
Are We MoOvated?
How many people are truly moOvated in their work?
1 in 5 2 in 5 3 in 5 4 in 5 5 in 5
MoOvaOon
Today people are just not moOvated.
• Only 1-‐in-‐5 are truly moOvated • Fear prevails in the work-‐place Let’s not menOon these…
20th Century Management
Kills MoOvaOon (enough said)
Denning Discovered MoOvated Geeks
They were doing this “Agile thing”
MoOvaOon
The golden quesOon for many including Denning was: “WHY?” To answer this we need to understand what moOvates us, as Human Beings.
Humans Need Three Things
Autonomy Mastery Purpose
Daniel Pink “Drive”
Let’s Look at Complexity
OUR complex projects need to be planned up front
Cynefin
hAp://en.wikipedia.org/wiki/Cynefin
Cynefin – A Complicated Problem Calculate the SHORTEST route: Hardbrücke to Frankenstrasse
Given enough data & Ome we can PREDICT the outcome of a COMPLICATED problem
Cynefin – A Complex Problem Calculate the FASTEST route based on traffic NOW: Hardbrücke to Frankenstrasse
We cannot PREDICT the outcome of a COMPLEX problem
Mapping Methods to Cynefin
hAp://en.wikipedia.org/wiki/Cynefin
Agile
MoOvaOon & Complexity
Why does Agile
MoOvate?
Agile (Complex Emergent) Projects
The Problem: We Love to Plan! • All the detail “up front” • Be in control • Resist “change”
BUT
The World is changing faster… Those plans we love, have to change
If not, what happens?
Example Road trip from LA to Grand Canyon Spend Ome “upfront” planning route in detail.
As soon as you are on the road…
Details ALWAYS Emerge
We always discover new stuff How do we embrace this EMERGENT stuff?
How do we structure our work?
Time
Quality
Cost
Scope Time
Quality
Cost
Scope
Fixed
Variable
MoSCoW Prio M – Must (60%) S – Should (20%) C – Could (20%) W -‐ Wont
1
Time Boxes 2-‐6 weeks in length, with a preference for the shorter Client feedback arer every Omebox: “FAIL-‐FAST” Demo at the end of each Omebox
2 3 4 5 6
Some Key Concepts
What Makes us Agile?
1 2 3 4 5 6
Ability to re-‐evaluate what the most important thing to do is, at the start of each Omebox, including: 1. New emergent “stuff” 2. Things that did not get done 3. Change in priority
1
2
3
The Four Agile Ceremonies
1. Timebox Planning (1-‐2 days) 2. Daily Standup (15 mins) 3. Review / Demo (1-‐2 hours) 4. RetrospecOves (1-‐2 hours)
Planning
Review
Retro
Daily Standups
Week 1 Week 2 Week 3
Timebox Planning
Goal To produce a list of TASKS that the team are commisng too with their plan, with the priority
Ø Must (60%) Ø Should (20%) Ø Could (20%) Ø Wont
Daily Standup
Review Goal To get assurance that the right things are being done, correctly. Ø The ONLY way to get feedback from clients Ø Get approval that things are right (or wrong!)
RetrospecOves
Goal To allow the team to improve on HOW they work. To conOnuously improve.
Complex Emergent Agile Products & Projects
Autonomy Mastery Purpose ✓ ✓ ✓
Denning’s MoOvated Geeks
Worked with Autonomy, Mastery and Purpose
Lean Knowledge Processes
Compare this type of tradiOonal manufacturing…
With knowledge work “manufacturing” …
Cannot See “Work-‐in-‐Progress” Do we have… • BoAlenecks? • Idle resources? • Burn-‐out? • Focus?
All result in • No mastery • No sense of purpose • No autonomy
# Waste DescripSon
1 Transport Product moving from A to B
2 Movement MoOon of people or equipment to perform processing
3 Idle Time WaiOng for the next step
4 Over processing ResulOng from poor tool or product design creaOng acOvity
5 Delivery before being needed Over producOon
6 Defects The effort involved in inspecOng for and fixing defects
7 Inventory All things not being processed
8 Producing things that don’t fulfill client needs Adding things that are not needed
9 Unused Human Talent No duplicaOon of roles, no gaps, the right people
Need to Remove “Waste”
“Lean” Purpose
• Helping others, either side – Before me – Arer me
• Understand the big picture
Purpose
Lean
Autonomy Mastery Purpose ✓ ✓ ✓
All of this Requires Teamwork
My team is GREAT !!
But not DysfuncOonal Teamwork
In the last month, have you WITNESSED… 1. Someone admit a mistake 2. Someone ask for help 3. Someone point out to a colleague that they
were lesng the team down by their acOons 4. Someone did something outside of their
personal objecOves, for the good of the group.
The Five DysfuncOons of a Team
InaAenOon to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Invulnerable: Don’t admit mistakes and weaknesses.
ArSficial Harmony: Don’t have open and passionate debate.
Ambiguity: Rarely, if ever, buy-‐in and commit but “pretend” to agree.
Low Standards: Don’t challenge colleagues when their acOons appear wrong.
Status & Ego: Individuals put own or team’s needs before that of the collecOve team’s goal.
“The Five DysfuncOons of a Team”, P. Lencioni
Examples – What does it look like? DysfuncSon Symptom Good Example?
InaAenOon to Results Individuals put own or team’s needs before that of the collecOve team’s goal.
a) PM: Sure I can test that. b) BA: I can cover Support.
Avoidance of Accountability
Don’t challenge colleagues when their acOons appear wrong
a) You said you would do it, you haven’t. b) Stop thinking about just Dev… we need to think beyond just dev
Lack of Commitment Rarely, if ever, buy-‐in and commit but “pretend” to agree.
a) I understand that this is what we are doing, I agree, I think it is good.
Fear of Conflict Don’t have open and passionate debate
a) I don’t agree… because… b) But X will not like it, we need to think about them…
Absence of Trust Don’t admit mistakes and weaknesses
a) I have a problem… b) Sorry I screwed up…
45
From a PosiOve Point-‐of-‐View
A truly cohesive team…
• Trusts one another • Engages in unfiltered conflict around ideas • Commits to decisions and plans of acOon • Holds one another accountable for delivering against those plans • Focus’ on the achievement of collecOve results
Be Aware – Look Out for Clues Behavior Sprint
Planning Standup Grooming Sprint
Review Sprint Retro
Trust one another • Open about mistakes & weakness
Engage in unfiltered conflict around ideas • Passionate debate occurs
Commit to decisions and plans of acOon • Real buy-‐in with emoOon
Hold one another accountable for delivering against those plans • Challenge colleagues
Focus on the achievement of collecOve results • Ego & status don’t maAer
✓
✓
✓
✓✓
✓
✓
✓ ✓
Even Remote Teamwork
Agile Requires Co-‐locaOon
Most Teams are Remote
Remote means: • on another conOnent • in another country • in another company • in another building • on another floor • in another room • more than 25m away...
... outside of passive hearing.
“Community Decay”
Trust MoOvaOon
Time
Face-‐to-‐face event
Face-‐to-‐face event
“Community Decay”
Trust MoOvaOon
Time
Face-‐to-‐face event
Face-‐to-‐face event
Need to communicate to prevent “decay”
How Does Agile Help?
Trust MoOvaOon
Time
Face-‐to-‐face event
Face-‐to-‐face event
How Does Agile Help?
Trust MoOvaOon
Time
Face-‐to-‐face event
Face-‐to-‐face event
Constant communicaOon (hard!)
In a remote team, Agile is beAer than tradiOonal anyway!
But there is only one Purpose
$ profit, please
Your Hardest Job
What?
Why?
What?
How?
Most groups know WHAT and HOW but oren fail to say WHY!
Simon Sinek – Golden Circle
Example
Why is this one beAer?
A greater sense of purpose is achieved when it relates to “people”, not things, least of all money!
Bringing it all Together
And Agile Lean approaches support this
QuesOons?
Further Reading The Stoos Movement www.stoosnetwork.org Holacracy www.holacracy.org
Contact
PlaYorm Link
Telephone +41 79 936 7060
Email [email protected]
Homepage www.mcpa.biz | www.agileacademy.ch
Library www.mcpa.biz/blog
Xing hAps://www.xing.com/profile/MaAhew_Caine
LinkedIn hAp://ch.linkedin.com/in/maAhewcaine
TwiAer mc_mcpa
Skype mc_mcpa
YouTube hAp://www.youtube.com/MCPartnersAssociates
What moOvates MaAhew is simple: “When done well, Agile approaches make a difference to people’s lives, for the beAer because Agile organisaOons allow their people to go home saOsfied, fulfilled having contributed”. MaAhew brings 20+ years of experience from across the IT sector. He has worked at sorware companies such as Avaloq and Infonic.
He was also a senior consultant for 10 years at Logica, based in London, Zürich, Berlin and Geneva. In between he was also worked at Swiss Re in Zurich and New York. Arer introducing Infonic to Agile methods, MaAhew founded M.C. Partners & Associates and is the Managing Director of the Agile Academy Switzerland. In addiOon, he is a founding member of the Swiss Agile Leaders Circle. He holds a Bachelors of Science degree, with Honors, in Computer Science from the University of Staffordshire in England. He is a member of the DSDM ConsorOum, Scrum Alliance and is a volunteer in the PMI Swiss-‐Chapter. He is also core team member of both the SwissICT’s “Lean, Agile & Scrum” team and “Stoos Network Zurich” movements. When he is not public speaking on the theme of people and agility, he can be found in a wild remote corner of Scotland following his life-‐long passion of fishing.
