The document discusses several agile practices for sustainable change including:
1) Using A3 problem solving templates and Deming's plan-do-check-act cycle for continuous improvement.
2) Empowering cross-functional teams to make decisions and prioritizing delivering valuable work iteratively through time boxed iterations and a backlog of user stories.
3) Daily stand-ups for team members to share progress and obstacles, and using consensus-based techniques like "fist of five" for decisions.
4) Having product owners define and ensure delivery of valuable products in iterations to maximize speed to value.
4. A sense of humor = the number one indicator that things are going well.
5. Yeah and I can’t
Dad’s going wait to finish so we
to love how can get ice cream!
this looks!
Valuable Work
Sense of Completion
6. Why Software Projects Fail
How the Customer Explained it…
How the Analyst Designed it …
How the Programmer Wrote it …
What the Customer Really Needed….
8. People first, always
Action trumps talk
Customers own the value
Being nimble is better than being right
http://agilemanifesto.org/
9. Interviews with Developers. What I learned:
• Deliver 4x faster than using traditional software development methods.
• Work 40-45 hours/week with no “all-nighters” and weekends before delivery.
• “I’ve learned more in a year than I have in a decade.”
• Most don’t want to ever go back to old way of working.
10. Agile: it’s not just for software anymore…
Saving the world one 100 mpg car at a time.
Google: 100 mpg road car
11. Time boxed
Iterations Backlog of User
Daily Stand-ups
Stories
Work is
estimated by
the team
There are many
Cross-functional
work teams Agile KANBAN board
Delivery team is for detailing
Practices work
self organizing
Team is co-
Testing while located
Retrospective Continuous building
Improvement
agileadvice.com
12. Iterative & Team Based
Incremental Decisions
Value Driven Big and
Work Visible
13. Linear
Good
Idea
Define Design Build Test Release
First chance to
review & adjust
for value.
Oh no!
Iterative & Incremental
Valuable Review & Review & Valuable
Idea Adjust for Adjust for Product
Value Value
Define Design Define Design Define Design
Test Build Test Build Test Build
14. Continuous Improvement
Valuable Review & Review &
Adjust for Adjust for Valuable
Idea Product
Value Value
Define Design Define Design Define Design
Test Build Test Build Test Build
Improve Improve
Process? Process?
16. Practice #2: Deming’s “Plan, Do, Check, Act”
PLAN: Design or revise business process components to improve results
DO: Implement the plan and measure its performance
CHECK: Assess the measurements and report the results to decision makers
ACT: Decide on changes needed to improve the process
balancedscorecard.org
17. Iterative & Team Based
Incremental Decisions
Value Driven Big and
Work Visible
18. It takes a team…..
Leaf for
shade
Wall to
Hose for Rope for
keep us
watering binding
safe
Spear for
hunting
…to see the whole picture
19.
20.
21. Practice #3: Team Decision Making
Consensus kills!
Stay Alive with Fist of Five
agilefaq.wordpress.com
22. Iterative & Team Based
Incremental Decisions
Value Driven Big and
Work Visible
28. Practice #7: Daily Stand ups
Every team member – every day – in person or phone.
• What did I accomplish yesterday?
•What will I do today?
•What obstacles are impeding my progress?
29. Iterative & Team Based
Incremental Decisions
Value Driven Big and
Work Visible
30. Organizational Patterns
human scale – evolutionary – value driven
For a copy of my slides:
Thank you
toria@organizationalpatterns.com
Editor's Notes
Welcome to this Fast Track session on how to track, report and map your sustainability success and translate your investment into market position.Agile does its reporting all along the way and is focused on delivering value at all places where the work is being done.
Most important factor for organizational success is the culture and the people who operate within it.
Single most important indicator that things are going well is that when things are tense, there is still laughter and a sense of humorWhat if we reported on how many times someone laughed at work? How well would you work place do? How many times do people use humor in tense situations? These are signs of a company that is trusting and open.
People want to know that what they do is valuable – ideally to themselves but if not then valuable to their boss. They then want to connect that value with a sense of getting things done. After all, value is best felt when delivered.
Typical software projects are delivered late and over budget. The end result often does not delivered the hoped for value – whether financial or functional. Because of the tendency to “man overboard” features as the software project nears its end, there often isn’t a sense of being done.
2001 at snowbird ski resort 17 people from all of the various software development camps decided and agreed on the manifesto. A small miracle unto itself.
Joe Justice and his team designed and built a 100 MPG road car in 3 months using off-the-shelf parts, no capital investment and no paid employees. Cost is less than $29,000.
co-locate with team at least most of the time.Product Owner owns the priority of the backlog.
Boards are visible, moveable, dynamic and maintained by everyone.
Purpose is to share commitment, communicate daily status, identify obstacles, set direction and focus and most importantly, let the team see itself everyday as an intact team.