Martin Hinshelwood - Empirical & Incremental change for Enterprise

5/10/2018
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© 2013 – 2017 naked Agility Limited All Rights Reserved
Empirical & Incremental
change for Enterprise
@MrHinsh 1
Martin Hinshelwood | @MrHinsh
martin@nkdagility.com | http://nkdagility.com/blog
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5/10/2018
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© 2013 – 2017 naked Agility Limited & Scrum.org
All Rights Reserved
Diego Lo Giudice and Dave West, Forrester
February 2011
Transforming Application Delivery
Firms today experience a much
higher velocity of business change.
Market opportunities appear or
dissolve in months or weeks instead
of years.
“
”
© 2013 – 2017 naked Agility Limited All Rights Reserved@MrHinsh
Your Challenge: Improving Value Delivery to Improve Results
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Product release
Product Owner
Idea!
Customer
☺ $€¥£

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What Variables Do You Have To Work With?
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WHAT
HOWWHO
AGILITY
• No focused product strategy and ineffective prioritization
• Extensive, detailed, elaborate product backlogs
• Poorly defined responsibility in Product Management
• Weak, not authorized Product Owners
• More focused on project than on product
• Long time-to-market and/or release cycles
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Typical “WHAT” Challenges
Requirements
change
35% Functionality
not used
65%
Source: Standish Group

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• Ineffective Change/Transition Management
• Ineffective servant leadership
• Unaligned objectives – lack of focus on delivering value
• Complex decision process with lots of stakeholders
• Ineffective or unempowered Scrum Masters
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Typical “WHO” Challenges
Ineffective
collaboration
and excessive
hand-offs
50%
Source: Standish Group
• Growing technical debt (unaddressed “temporary fixes”)
• Manual testing
• Manual environment provisioning
• Manual build and integration
• Manual deployment
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Typical “HOW” Challenges
Adding New
Features
Fighting
Technical
Debt

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Outcome: ? GBP
How Big is Your Loss? How effective and efficient are you?
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WHAT
HOWWHO
AGILITY
Input (Budget): 100 GBP
35%
Building the Right Features
50%
Effective Collaboration
30%
Building New Features
Charles Darwin
“In the long history of humankind
(and animal-kind, too) those who
learned to collaborate and
improvise most effectively have
prevailed. ”

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Agile Manifesto, 2001
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 interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to 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.

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Culture
The Journey
“How we do things around
here to succeed”
The Journey
People Oriented
Personal
Company Oriented
Impersonal

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The Journey
Possibility Oriented
Innovation
Reality Oriented
Actuality
The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Control
“We succeed by getting
and keeping control”

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The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Control
Competence
“We succeed by getting
and keeping control”
“We succeed by being
the best”
The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Collaboration
“We succeed by working
together”
Control
Competence
“We succeed by being
the best”

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The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Control
CompetenceCultivation
Collaboration
“We succeed by working
together”
“We succeed by growing
people who fulfil our
vision”
The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Control
Collaboration

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The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Control
Collaboration
B
A
The Journey
Innovation
Reality Oriented
Actuality
People Oriented
Personal
Company Oriented
Impersonal
Control
Collaboration
B
A

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Patrick Lencioni, Five Dysfunctions of a Team
“Not finance. Not strategy. Not
technology. It is teamwork that
remains the ultimate competitive
advantage, both because it is so
powerful and so rare.”
The tyranny of Taylorism
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Environment Characteristics Leader’s Job
Chaotic
• High turbulence
• No clear cause-and-effect
• Unknowables
• Many decisions and no time
• Immediate action to re-establish order
• Prioritize and select actionable work
• Look for what works rather than perfection
• Act, sense, respond
Complex
• More unpredictability than predictability
• Emergent answers
• Many competing ideas
• Create bounded environments for action
• Increase levels of interaction and communication
• Servant leadership
• Generate ideas
• Probe, sense, respond
Complicated
• More predictability than unpredictability
• Fact-based management
• Experts work out wrinkles
• Utilize experts to gain insights
• Use metrics to gain control
• Sense, analyze, respond
• Command and control
Simple
• Repeating patterns and consistent events
• Clear cause-and-effect
• Well established knowns
• Fact-based management
• Use best practices
• Extensive communication not necessary
• Establish patterns and optimize to them
• Command and control
“Management Frameworks,” Harvard Business Review,
October 2008

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Start Somewhere
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Create a bubble
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Add a product
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Add a team
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© 2013 – 2017 naked Agility Limited All Rights Reserved@MrHinsh 32
We need some direction for 3-9 people?
-framework
• Helping people effectively address complex
problems
• Productively and creatively deliver products
of the highest possible value
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Definition of Scrum (n)
www.scrumguides.org

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Step 1: Do Scrum Well
The Scrum Guide: http://www.scrumguides.org/
• Planning
• Empiricism
• Collaboration
• Self-Organization
• Leadership
• Communication
• Transparency
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Step 2: Enhancing your Teams
• Design
• Coding
• Testing
• Automation
• Deploying
• User Experience
• Emergent Architecture
PEOPLE PRACTICES ENGINEERING PRACTICES

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Step 3: Introduce Scrum Values
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This brings you to Professional Scrum
Professional
Scrum
Mechanical
Scrum
Values
and
Principles
Technical
Excellence
Any Scrum instance that
implements Scrum’s
mechanics, its values and
principles, and technical
excellence.
What is Professional Scrum

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The Scrum Framework
The Scrum Framework

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Chaos Report, Standish Group
“…skilled teams are 224% more likely to be
successful than unskilled teams.”
Ken Schwaber, Scrum.org & Agile Manifesto
“The only foundation for Scale are
Professional Scrum teams”

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If you can avoid
scaling then do
so at all costs
The cost of scaling?
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1 2 3 4 5 6 7 8
Value
Things are going well

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Lets add a bigger product
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We now have 3-9 teams
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Nexus –noun
ˈnek-səs
: a relationship or connection between
people or things
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Nexus Defined
Nexus is the exoskeleton of scaled Scrum
Ken Schwaber
Nexus™

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Roles Events Artifacts
Development Teams The Sprint Product Backlog
Nexus Integration Team* Nexus Sprint Planning* Nexus Sprint Backlog*
Product Owner Sprint Planning Sprint Backlog
Scrum Master Nexus Daily Scrum* Integrated Increment
Daily Scrum Nexus Goal*
Nexus Sprint Review*
Nexus Sprint Retrospective*
Sprint Retrospective
Refinement*
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Nexus Roles, Events and Artifacts
*Nexus Specific
We now have 3-9 teams
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Chaos Report, Standish Group
“Small projects are 32% more likely to succeed,
and large projects are 600% more likely.”

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How do we know what is working?
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― Sigmund Freud, Civilization and Its Discontents
“It is impossible to escape the impression
that people commonly use false standards
of measurement — that they seek power,
success and wealth for themselves and
admire them in others, and that they
underestimate what is of true value in life.”

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Direct evidence with Evidence-Based Management
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AGILITY
Organizational
Value
Success can be measured by outcome and value
Release frequency
Release Stabilization
Cycle Time
Installed Version Index
Usage Index
Innovation Rate
Defect Density
Revenue per Employee
Product Cost Ratio
Employee Satisfaction
Customer Satisfaction
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AGILITY
Organizational
Value

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Innovation Rate
Installed Version
Index
Usage Index
Defects
Release
Frequency
Release
Stabilization
Cycle Time
Revenue Per
Employee
Product Cost
Ratio
Employee
Satisfaction
Customer
Satisfaction
Baseline
Desired
Current
Value
Time To Market
Ability to
Innovate
Leading Indicators
Lagging Indicators
You Can Improve What You Can Measure
Now we can measure improvements
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― Douglas Horton
“The art of simplicity is a puzzle of
complexity”
This is the Scrum Studio
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Questions?
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Connect With Martin Hinshelwood:
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+44 7811 164 522@MrHinsh
martin@nkdAgility.com
https://nkdAgility.com/blog

Martin Hinshelwood - Empirical & Incremental change for Enterprise

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