Post on 06-Jan-2017
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Leading the Agile Organization
Organizational agility has been defined as the capability of a company to rapidly change or adapt in response to changes in the market so that it can thrive as an organization. In this session, we will focus on the role of the leader in shaping, promoting and sustaining an Agile organization. We will describe the Agile Mindset, discuss the key elements of an Agile Transformation and reveal the ideal characteristics of an Agile Leader. This interactive session will provide examples from successful Agile organizations and will reveal techniques that participants can use to effectively plan, scale and flow valuable work throughout their own organizations.
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About Dimitri PonomareffDimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach. Whether it's a sports team, software products or entire organizations, Dimitri has that ability to relate and energize people. He is consistently recognized as a very passionate and successful change agent, with an overwhelming capacity to motivate and mobilize teams on their path to continuous improvements. He is a master facilitator, as well as a captivating speaker with consistent, positive feedback regarding his ability to engage an audience.
As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through teaching by example, he is able to build teams of people who understand where to focus their work to generate the most value.
He has coached and provided tailor-made services and training for a multitude of organizations. The short list includes, American Express, Charles Schwab, Bank of America, Morgan Stanley, Best Western International, Choice Hotels International, JDA Software, LifeLock, First Solar, Mayo Clinic and Phoenix Children's Hospital. Dimitri enjoys his work, and does everything to ensure he shares his knowledge with others who seek it.
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The Agile Mindset
● The Agile Manifesto● The Paradigm Shift from Waterfall to Agile● The Third Wave of Agile
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The Agile Manifesto - 4 Values
We are uncovering better ways of developing
software by doing it and helping others do it.
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.
Source: www.agilemanifesto.org
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The Agile Manifesto - 12 Principles
1. Satisfy the Customer
2. Welcome Change
3. Deliver Frequently
4. Work as a Team
5. Motivate People
6. Communicate Face-to-Face
Source: www.agilemanifesto.org
7. Measure Working Software
8. Keep a Sustainable Pace
9. Excel at Quality
10. Keep it Simple
11. Self-Organize
12. Reflect and Adjust Regularly
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Organizational agility...
is the ability of an organization to effectively sense and adapt in complex, rapidly changing conditions so that it can thrive as an organization.
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The Paradigm Shift from Waterfall to Agile
PlanDriven
ValueDriven
Constraints Scope (requirements) Cost Time
Estimates Cost Time Scope (features)
Waterfall Predictive Process
AgileAdaptive Process
The plan creates cost /schedule estimates
The vision creates feature estimates
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The Third Wave of Agile
Source: http://www.solutionsiq.com/the-third-wave-of-agile/
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Agile Leadership
● Delighting customers● The 3 Pillars of Empiricism● Team Development & Leadership Styles● The Cynefin Framework● The Agile Compass● True North
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The Leader’s guide...
“The new goal for the organization must be to delight the customer.”- The Leader’s Guide to Radical Management: Re-inventing the Workplace for the 21st Century by Stephen Denning
Successful leaders use stories to get their ideas across and spark enduring enthusiasm for change.
- The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative by Stephen Denning
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3 Pillars of Empiricism
Transparencybeing open and not hiding what is going on, being highly visible
Inspectionreflecting on what has happened
Adaptationmake adjustments to improve
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“Doveryai, no proveryai”“Trust but verify”
“You always say that” Gorbachev noted laughingly at the White House arms treaty signing in 1987.
“I like the sound of it” Reagan replied.
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Team Development & Leadership Styles
Tuckman's stages of group development
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The Cynefin Framework
Leadership Across Contexts
● Simple Contexts○ The Domain of Best Practice○ Standard Operating Procedures○ Date provides answers
● Complicated Contexts○ The Domain of Experts○ Predictive planning ○ Data provides options
● Complex Contexts○ The Domain of Emergence○ Pattern management ○ Heuristic method by telling stories
● Chaotic Contexts○ The Domain of Rapid Response○ Crisis management○ Experience informs decisions
Source: A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone
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The Agile Compass
Leaders must designs for the emergence of capability in these areas:
● Organizational Culture○ People's beliefs, attitudes and assumptions
● Organizational Structure○ Relationships, talent, risk, policies, rules and governance
● Leadership Styles○ Leading, inspiring, directing and motivating others
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True North: Discover Your Authentic Leadership
Personal Leadership Development Plan
1. Knowing your authentic self2. Defining your values and leadership principles3. Understanding your motivations4. Building your support team5. Staying grounded by integrating all aspects of your life
Source: True North: Discover Your Authentic Leadership by Bill George
Agile leaders can adapt while keeping sight of their True North.
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Organizational Agility
● Plan to achieve your goals● Scale to increase your productivity● Flow to gain the most efficiencies● Innovate from within● Continuously improve
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It’s all about communication
People who want IT must communicate with people who can build IT.
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Why, What & How
●WHY are we doing this?Voice of the stakeholder (Stakeholders)
●WHAT needs to be done?Voice of the user (Product Owner, Subject Matter Expert)
●HOW do we build it?Voice of the developer (Scrum Team)
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Agile Vision - The Elevator Pitch
FOR (target customer) WHO (statement of the need or opportunity) THE (product name) IS A (product category)THAT (key benefit, compelling reason to buy) UNLIKE (primary competitive alternative) OUR PRODUCT (statement of primary differentiation)Source: Geoffrey Moore’s template from Crossing the Chasm
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Planning Traceability
Vision
Roadmap
R1 R2 R3 Rn
Release 1
SP1
Iteration 1
ST1 STnST3ST2
Iteration n
ST1 STnST3ST2
Story 1
T1 TnT3T2
Story n
T1 TnT3T2
SPnSP3SP2
Release n
SP1 SPnSP3SP2
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Scaling Scrum
“Scaling Scrum means getting rid of stuff because everything in Scrum is just in time, just enough,…and because any extra weight slows you down and increases cost. ” – Jeff Sutherland
Sutherland, Jeff. “Scaling Scrum – What People Are Not Talking About!”http://www.scruminc.com/scaling-Scrum-what-people-are-not/
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Lean thinking
Coined by James P. Womack and Daniel T. Jones, it describes how to organize
human activities to deliver more benefits to society and value to individuals
while eliminating waste, by focusing on these concepts:
● Value
● Value streams
● Flow
● Pull
● Perfection
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Scaled Agile Framework (SAFe)
Source: http://scaledagileframework.com/
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Flow in psychology
Flow is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity.
being in the zone
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Flow in the workplace
Flow has been used in the software world as being "wired in", “hack mode”, or simply “The Zone”.
The 3 conditions to achieve Flow by Mihály Csíkszentmihályi’s
1. Goals are clear 2. Feedback is immediate 3. A balance between opportunity and capacity
Group Flow or group cohesion can be achieved through● Creative spatial arrangements● Playground design● Parallel, organized working● Target group focus
● Advancement of existing one with prototyping● Increase in efficiency through visualization● Using differences among participants as an
opportunity, rather than an obstacle
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Ship it like FedEx
24 hours to innovate...
1. Work on whatever you want2. Assemble your crew3. You've got 24 hours... go
This approach has been coined by Atlassian. It has now been renamed to ShipIt.
Source: www.atlassian.com/company/shipit
Other organizations conduct a Hackathon or a Hack Day to generate innovation.
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Adobe Kickbox - Personal Innovation Kit
What’s the story behind Kickbox?● Money - pre-paid credit card in the amount of US$1,000● Instructions - quick reference cards outlining the six levels in the red box● Innovation tools - scorecards, frameworks, exercises to develop ideas● Caffeine and sugar - Starbucks gift card and a candy bar
Source: https://kickbox.adobe.com/
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PDCA - Plan, Do, Check, Act
ACT
PLAN DO
PDCACycle
CHECK
Continuous Improvements
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Learn more at www.torak.com
Learn more at www.AgileTestingFramework.com
Any questions...
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This presentation was inspired by the work of many people and we have done our very best to attribute all authors of texts and images, and recognize any copyrights. If you think that anything in this presentation should be changed, added or removed, please contact us.
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