11. Agile
Agile
◦ Characterized by quickness, lightness, and
ease of movement, nimble
◦ Mentally quick or alert: an agile method
Agile methodologies attempt to be
”adaptive” rather than “predictive”
14. Customer’s perception
- Fixed scope, budget and time else it won’t happen
- The team understands exactly what needs to be delivered
- Each requirement is a must have
- Team will deliver exactly what is needed in X months
- Make claims real
15. Management’s perception
- Failure is not an option (Customer delight)
- If the commitment is to deliver in x months, the team
needs to be done in x – y months
- I know exactly what it will take to get this done
- Team will not deliver if not micro managed
16. Team’s perception
- They don’t understand how complex this is
- We know it’s going to be delayed
- Its easy to have a opinion
- They really do not need it this soon
- Requirements will change
- Estimates are estimates
27. Key to successful leadership is influence and not authority
- Kenneth Blanchard
28. Context – Trust ownership model
Apathy
Energy &
Innovation
Command &
Control
Conflict
Trust
Control
Low High
Leadership&Business
Process
Team/Individual
Ownership
Integrity as foundation
35. Host leadership (McKergowandBailey)
- - Initiator, providing the initial sparks of what might become a broader
initiative
- - Inviter, inviting relevant people to join an idea
- - Space creator, thus creating an environment, physical and emotional
- - Gatekeeper, defining and protecting the space created. Allowing people in
and out as necessary
- - Connector, by introducing people who otherwise might not connect, enable
useful conversations
- - Co-participator – important part of the system, not just creator
36. Make failure an option
Fail often….
Fail early….
Fail fast…
Learn constantly
Notes de l'éditeur
The presentation starts with a story about my family’s recent vacation to California
My wife and I reached out to family and friends to ask about various attractions in CA. The response to the places we wanted to visit was not encouraging. However; we were still encouraged to visit.
Based on the description provided, our visualization looked very unlike what we wanted it to look like.
We decided to be agile. Dates of our travel were decided, flights and cars were booked.
We made a list of places we absolutely had to visit which included Disney, Golden Gate Bridge, Universal Studios and some good family time. What we just did was define a minimum viable product for us.
The whole process of planning started with a vision of having a good vacation, we explored options and opportunities, we identified our MVP, we left part of our plans open so we can inspect and adapt with the final objective of having fun.
Looking at the basic activities in life, human beings are agile by nature. Humans are constantly in the inspect and adapt mode trying to make sure they get maximum value for their effort. To take some examples, a visit to a doctor involves a agile thought process between the doctor and the patient, similarly the process of buying a house involves agility both ways (between you and the broker).
So human minds are agile by nature but it makes its choices.
So the question is why does agility become so complex when trying to provide value to someone else? For example when building software for your customer. If is just because the end value will not come to you but go to someone else? Why do corporations need coached to teach agility?
Human mind is constantly stereotyping, creating perception about its surroundings. Asians are stereotyped as someone who is good in math and science, Africans are athletic and women are caring. Similarly, customers, management and teams have perceptions about each other.
So humans are always expecting agility of others. For example customers and management are expecting teams to embrace change, teams are expecting management and customers to acknowledge that things have changed and initial plans cannot be met.
Leaders and management need to be flexible to adapt current structures to create an environment for change.
Leaders and management need to encourage self organization.
Metaphor: When allowing cleaning services in your house, the focus is on having a clean house and not on how many people clean the house. Let the teams decide how they fix a problem. Be a servant leader.
Self organization needs for all mentioned values from all. Teams and leadership.
Trust the teams to do the right things.
Leaders and management should keep engaged with the teams.
Metaphor: Captain of a fire team travels with the team to the fire location and is constantly engaged.
Create an environment where failure is safe. Till the teams fail, they will not learn.