New-year Waste Loss Challenge - Reduce Your Sabotagile Quotient

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agile
adjective
An organization thatappliesthe Agile Manifesto & Principles to
enable self-organizing, cross-functional teams that frequently
release high quality,incrementalbusiness value as a means to
getting market feedback which guides future decisions.
sabotagile
adjective
An organizationthat applies the Sabotagile Manifesto & Principles
to command and controlteams into releasing feature-packed
releases on unrealistic deadlines, usually sacrificing quality and
sustainability and delaying feedback from the market.
sabotagile quotient
noun
A number based on empirical evidence, that has an inverse co-relation to an organization’s agility.
Ranges from 0 (high likelihood of agility) to 1800 (low likelihood of agility).
∑(Evidence of Sabotagile Manifesto) + ∑(Evidence of Sabotagile Principles)
-----------------------------------------------------------
1 + {∑(Evidence of Agile Manifesto) + ∑(Evidence of Agile Principles)}SQ X 100=

SABOTAGILE QUOTIENT RANGE…

But First…

Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactionsover processes and tools
Working software over comprehensive documentation
Customer collaborationover contract negotiation
Respondingto change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for SabotAgile Software Development
We are uncovering better ways of faking Agile Software
development, defending the status quo, and advancing our
careers. Through this work we have come to value:
Defining rigorous processes with Milestones, Phase Gates, and
Audit Trails
Tracking project and program progress with Gantt Charts,
%-age completion reports and Red-Yellow-Green executive
dashboards
Holding resources accountable with baselined contracts
with fixed-scope, fixed-dates, fixed-costs
Preventing a descent into chaos with rigorous change control boards
Integrating phrases from flavor of the decade fads into lingo
without changing behavior
This is how we have delivered software in the real world
for decades. And this is how we are going to do it!

Principles behind the Agile Manifesto
(1 of 2)
We follow these principles:
Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
Principles behind the SabotAgile Manifesto
(1 of 2)
Our highest priority is to have resources
deliver on scope, on time, on budget.
Rigorously control deviation from plan to prevent resources
from wriggling out of commitments
& to prevent business from moving the goal-posts.
Increase efficiency from resources through
economies of scale, phase gates and large batch sizes.
Use proxies between business people and resources,
enabling business people to be externally focused and do real work.
Use management oversight, performance objectives and bell-curves
to maximize output from resources.
Use documents and e-mails with audit trails
as primary means of communication with resources.

Principles behind the Agile Manifesto
(2 of 2)
Working software is the primary measure of progress.
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence
and good design enhances agility.
Simplicity--the art of maximizing the amount
of work not done--is essential.
The best architectures, requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
Principles behind the SabotAgile Manifesto
(1 of 2)
Executive dashboards are the primary measure of progress made by resources.
Resources work late nights, weekends and cancel vacations to meet deadlines.
Resources meet commitments by delivering to production and then patching with
agile fast-followers as needed.
Leverage economies of scale by having resources deliver
as many features as possible in each release.
Hire smart technical leaders to come up with architecture and design
that junior resources can implement.
Conduct postmortems with resources at the end of projects if time allows,
as long as it does not interfere with resources doing real work.
Provide a sense of freshness to resources by integrating buzz words
from latest fashionable flavor(s) of the decade into process and procedures
manuals, training and executive communication
without changing our way of thinking and behaving.

And now back to the Sabotagile Quotient…

APPROACH
1. Sabotagile Quotient is calculated on a cadence, at least monthly
2. Members of Agile Teams reflect together. Management reflects with peers – ex. Groups of Managers,
Directors, VP’s, SVP’s, CXO’s
3. Each participant has access to the Agile & Sabotagile Manifesto / Principles. Use my slideshare
presentation as a reference
4. Each participant maintains 2 totals - Agile Total & Sabotagile Total
5. Reflect on the retrospective period & compare key decisions to 18 pairs of statements in the Agile /
Sabotagile Manifesto and Principle.
6. There are only 2 possible scores for each pair of statements: 0 or 1. For each pair of statements, assign
a score as follows…
• If there is even a single Sabotagile action, increment the Sabotagile Total by 1 and move on to the next item.
• If there is at least 1 Agile action, increment the Agile total by 1 and move on to the next item
• If there are no management Sabotagile or Agile actions the totals remain unchanged. Move on.
7. Calculate the Sabotagile Quotient:
8. It ranges from 0 to 1800
9. Average the score for the entire team
(Sabotagile Total)
------------------------
1 + (Agile Total)
SQ X 100=

INVITATIONS
1. Calculate your company's Sabotagile Quotient in your next
team retrospective.
2. Compare and contrast perspectives across team members.
Disagree without being disagreeable.
3. What would you like your company's Sabotagile Quotient to
be? Set a target for December 2017.
4. Which experiment can your team conduct in the next 30 days
to help your Sabotagile Score trend in the desired direction...?

EXPLORATION…
•What might the Sabotagile Quotient
tell us about our company?
•How might we apply the Sabotagile Quotient to
increase value, decrease waste and manage risk for
our company?
•What might be some risks and unintended
consequences?
•How might we manage them?
smoothapps
smoothapps
orgwhisperer
Ravi Verma, SMOOTHAPPS

New-year Waste Loss Challenge - Reduce Your Sabotagile Quotient

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New-year Waste Loss Challenge - Reduce Your Sabotagile Quotient