Agile Beyond Software - Geelong lean pizza

AGILE BEYOND SOFTWARE
H O W T O A C H I E V E O R G A N I S AT I O N A L A G I L I T Y
www.theagilecontactcentre.com.au
G E E L O N G L E A N P I Z Z A

ABOUT ME
EDUARDO NOFUENTES
Lean and Agile Coach |
Founder @ The Agile
Contact Centre|
Founding Partner @ The
Agile Eleven

SOME OF THE TEAMS WE WORK WITH…

AGILE BEYOND SOFTWARE – A VISUAL
REPRESENTATION
Visual Representation by Christiane Anderson of Eduardo Nofuentes session – 1st Conf 2016

AGILE TODAY

OUR APPROACH
H O W D O W E W O R K W I T H N O N S O F T W A R E D E V E L O P M E N T
T E A M S ?

“The ability to move quickly and easily”
WHAT IS AGILE?

“We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we value
the items on the left more.”
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

“We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we value
the items on the left more.”
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
working
Outcome
s

AGILE IS A MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland

AGILE IS A MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals - Collaboration
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland

THE PRINCIPLES BEHIND AGILE
PRINCIPLES
• Our highest priority is to satisfy the customer.
• Deliver outcomes frequently.
• Business people must work together daily throughout the project.
• Build projects around motivated individuals.
• The most efficient and effective method of communication is face-to-face.
• Outcomes are the primary measure of progress.
• Agile processes promote sustainable development.
• Simplicity is essential.
• The best outcomes emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.

WHAT IS AGILE?
From the article “What is Agile “by Steve Denning – Image from Ahmed Sidky

THE GOOD NEWS…
If you are already applying these mindsets and
principles to your team or organisation, you are already
doing Agile…
…even if you don’t stick cards on the walls or stand up
every morning for 15 minutes.
www.theagilecontactcentre.com.auwww.theagilecontactcentre.com.au

THE THREE WAVES OF AGILE
The three Waves of Agile by Charlie Rudd – Solutions IQ

True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE
ORGANISATIONAL AGILITY

We must shift the focus of
companies back to the
customer and away from
shareholder value.
Companies should place
customers at the center of
the firm and focus on
delighting them, while
earning an acceptable return
for shareholders.
“the only valid purpose of a firm is to create a customer ” Peter Drucker
TRUE CUSTOMER FOCUS: THE SHAREHOLDER
VALUE TRAP

Use a Systems
Thinking or a Design
Thinking approach to
the way you
structure your teams
and organisations
starting with the
customer first
“To manage an organisation as a system means understanding how work flows
from and to the organisation’s customers.” John Seddon
TRUE CUSTOMER FOCUS: DEPARTMENTAL SILOS

Build a culture in
your organisation or
team where the
focus of everyone is
on: eliminating
waste, adding value
for the customer and
improving the flow
of work.
“Value is always defined by the customer”…”Any activity that is unproductive
or does not add to the value of product is waste” The Toyota System
LEAN CULTURE: WASTE, FLOW AND VALUE

Build a culture where
SIMPLICITY is well regarded
and seen as a key
competitive advantage. Not
only on the way products or
services are designed, but
also the way internal
processes, meetings, and
collaboration tools are
designed and run.
“Everything should be made as simple as possible. But not simpler” Albert
Einstein
LEAN CULTURE: SIMPLICITY

True agility means
that teams are constantly
working to evolve their
processes to deal with
their particular obstacles
they are facing at any
given time.
“Continuous Improvement is better than delayed perfection” Mark Twain
ADOPT A CULTURE OF CONTINUOUS IMPROVEMENT
Design and
run
experiment
(do)
Study
results
(check)
Evolve
model and
implement
changes
(act)
Create
hypothesis
(plan)
The Deming cycle

True Customer Focus LEAN Approach Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE
ORGANISATIONAL AGILITY

The role of leaders is crucial to
drive an agile transformation of
a team or organisation; but it
requires the courage to unlearn
Command and Control
management practices and
learn a new way of leading
teams based on a Servant
Leadership style.
“It is amazing what you can accomplish if you do not care who gets the credit”
Henry Truman
AGILE LEADERSHIP

Agile leaders have a clear vision of
where they want to go and are
comfortable having a vague plan on
how to get there.
Agile leaders use their strong
communication skils – storytelling
and listening – to inspire, motivate
and share the vision with others.
Agile leaders are willing to take risks
and imperfect actions, unafraid to
admit what they do not know.
AGILE LEADERSHIP: SETTING THE VISION

The primary function of an agile
leader is to nurture culture through
values and develop other leaders.
An agile leader cultivates a culture of
trust, respect, honesty and
transparency and believes everyone
is already doing their best.
An agile leader fosters a safe
environment where people are
willing to do the unexpected and
challenge the norm.
AGILE LEADERSHIP: BUILDING THE CULTURE

An agile leader adopts and institutes
leadership aimed at helping people
to do a better job.
An agile leader has the ability to
drive, inspire and embrace change
and continuous improvement.
An agile leader uses lateral thinking
and has the ability to find innovative
ideas and solutions to problems.
AGILE LEADERSHIP: IMPROVING THE SYSTEM

SOME OF THE PRACTICES
AND TOOLS WE USE

EXAMPLES OF AGILE PRACTICES
1. PURPOSE LED TEAMS

2. DAILY STAND UPS

3. KANBAN WALL

4. VISUALISATION OF WORK

4.1 VISUALISATION OF WORK: OBEYA ROOM

4. 2 VISUALISATION OF WORK: BAU TEAM

4.3 VISUALISATION OF WORK: ROSTERING SYSTEM

4.4 VISUALISATION OF WORK: SALES PIPELINE

4.4 VISUALISATION OF WORK: INITIATIVES RADAR

4.5 VISUALISATION OF WORK: SALES PIPELINE RADAR

4.6 VISUALISATION OF WORK: RECRUITMENT WALL

5. PRIORITASION SESSION

6. VALUE STREAM MAPPING

7. RETROSPECTIVES

8. A3 COACHING

9. IMPROVEMENT KATA
The Lean Enterprise – Humble, Molesky & O’Reilly

10. BUSINESS MODEL CANVAS

WANT TO CONVINCE YOUR
BOSS TO START “DOING”
AGILE?

THE THREE HORIZONS

THANK YOU

Agile Beyond Software - Geelong lean pizza

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