Agile Doesn't Work - Agile Twin Cities

143
Agile Doesn’t Work Andrew Clay Shafer Agile Day Twin Cities Friday, November 15, 13

description

a little something something more about Agile and organizational learning

Transcript of Agile Doesn't Work - Agile Twin Cities

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Agile Doesn’t Work

Andrew Clay ShaferAgile Day Twin Cities

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perfunctoryintroduction

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@littleidea

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disclaimera school of thought

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buckle upkeep your arms and legs inside the ride at all times

http://www.flickr.com/photos/spatch/4630771984/Friday, November 15, 13

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forward

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software is eating the world

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you are either building a software business...

or you will be losing to someone who is...

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prologue

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AgileI absolutely hated it

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I hated the dogma

I hated that it wasn’t working

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Beware the Expert “the keeper of the Agile”

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People say ‘Agile’, they really mean ‘Scrum’

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the most tepid Scrum

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the most tepid version of the most tepid Agile

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Agile was broken

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I didn’t realize what or why

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and then I got lucky...

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Salt Lake Agile Roundtable

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I went there for ammunition.

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what I got was more interesting I got lucky

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I was never interested in ‘being’ Agile...

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time for real talk

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what is ‘Agile’?

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don’t ‘do’ Agile, ‘be’ Agile

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FAILFriday, November 15, 13

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technical planning

What is ‘Agile’?

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dev

product test

The Circle Of Happiness

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customer

sysadmin sales

marketing

security

executive

legal

support

‘Agile’

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customer

sysadmin sales

marketing

security

executive

legal

support

‘Agile’

‘The Transformation’

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Agile doesn’t work

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Agile never did

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people do

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Software is People

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Conway’s Laworganizations which design systems...

are constrained to produce designs which are copies of the communication structures of these organizations

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how many put as much effort into designing their communications as they do their applications and systems?

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Conway’sIt’s not just a good idea... it’s the law

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Section IThe game has changed

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never thought of myself as a developer

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though I was paid to develop

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never thought of myself as a manager

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though I was paid to manage

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I did whatever I could for companies

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at the level I was empowered

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I want to win

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I am fascinated with the dynamics of performance

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fascinated with the dynamics of high performing organizations

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fascinated with the psychology and behavior of high performing individuals

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what is a master?

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a master

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mentally and physically unprepared for reality real talk

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the game had changed

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In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market

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the game had changedreal talk

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what part of ‘Agile’ are we touching?

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but did you see the moon walking bear? situational blindness

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It is not necessary to change.Survival is not mandatory.

- W. Edwards Deming

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Gratuitous Diversion Igame theory

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the game has changed?what does that mean?

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the payoffs for a given strategy has changed

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Game Theorythe study of mathematical models of conflict and

cooperation between intelligent rational decisions makers

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Rationalchoosing to maximize a utility function

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Nash Equilibriumno players have anything to gain by

changing only their own strategy unilaterally.

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Pareto Efficiencyan allocation of resources in which it is

impossible to make any one individual better off without making at least one individual worse off

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Pareto Inefficient Nash Equilibriumpossible to make an individual better off without making any individual worse off

but no one will change their strategy

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Pareto Inefficient Nash Equilibriumuntil the game changes

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Pareto Inefficient Nash Equilibriumwhat are you trying to maximize?

what are the payoffs for a given strategy?

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Section IIthe makings of the learnings

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I’ve seen a lot.

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And I’ve paid attention.

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I’ve seen a good bit... applications infrastructures

cultures

agile

devopssuccess failure

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Is there a pattern?

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Auspicious Learning?

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Success and Failure is highly correlated with the degree of ‘Organizational Learning’

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7 dimensions of Organizational Learning

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7 dimensions of Organizational Learning

• continuous learning• inquiry and dialog• team learning• empowerment• embedded system• system connection• strategic leadership

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continuous learningrepresents an organization’s effort to create continuous

learning opportunities for ALL of its members

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inquiry and dialogan organization’s effort in creating a culture of questioning, feedback, and experimentation

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team learningspirit of collaboration and the collaborative skills

that undergird the effective use of teams

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empowermentencourage feedback and action to address the gap between

the current status and the vision regardless of rank

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embedded systemestablish systems to capture and share learning

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system connectionactions to connect the organization to its

internal and external environment

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strategic leadershipthe extent to which leaders act strategically

using learning to create change

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how would we measure these dimensions?

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Funny you should ask...

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dimensions of the learning organization questionnaire (DLOQ)

Behold!

Watkins and Marsick

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In my organization?form of questions

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In my organization,people openly discuss mistakes in order to learn from them

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In my organization,people identify skills they need for future work tasks

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In my organization,people are encouraged to ask “why” regardless of rank

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In my organization,groups focus both on the group’s task and on how well the group is working

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My organization builds alignment of visions across different levels and work groups

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how powerful would it be if those weren’t questions?

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In my organization!form of statements

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and not just is words and spirit but deliberately incentivized

if they are not incentivized, they won’t be real

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The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go.

--Patty McCord

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Gratuitous Diversion II

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Agile doesn’t work...people do

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on people and their jobs

stone cutting doesn’t work?

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Three Stone Cutters

“I’m paid to cut stones”

“I use special techniques to shape stones in an exceptional way, here let me show you”

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I build cathedrals

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Section IIIso now what

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‘Agile’ is predicated on ‘learning’

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‘inspect and adapt’ is the secret sauce

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learning cannot be something that happens outside of the process

learning is the point of the process

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continuous learning

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the hard way or the easy way

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if we fought with real swords

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don’t worry if your Agile is ‘working’

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stop cargo culting

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worry if your Agile is ‘learning’

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worry if your Agile is ‘winning’

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epilogue

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this is an amazing time

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‘software is eating the world’

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you are either building a software business...

or you will be losing to someone who is...

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this has become obvious

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you are either building a learning organization...

or you will be losing to someone who is...

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The most important statement from the manifesto..

is not the values...

or the principles...

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We are uncovering better ways of developing software by doing it and helping others do it...

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We are uncovering better ways of developing organizations by doing it and helping others do it...

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keep uncovering

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keep helping each other

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“don’t ‘do’ agile, be agile”

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FORGET THAT

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BE AWESOME

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‘awesome’

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I build the future

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build the future

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the game has changed

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come at me

@[email protected]

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never forget

ARxTAwe believe Agile software development is being dumbed down,

commodified, and is losing its spirit. We seek to replace the current name with one having two virtues: first, that it capture more exactly

the attitudes of the originally behind Agile; second, that it be obscure enough that no one will assume they already know what it

means and that - amazingly enough! - they are already doing it.

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Resources• Netflix - culture unleashed http://www.youtube.com/watch?v=o3e1lnixKBM

• dimensions of the learning organization questionnaire (DLOQ) - http://www.partnersforlearning.com/questions2.asp

• Maverick - the worlds most unusual workplace - http://en.wikipedia.org/wiki/Maverick_(book)

• The Fifth Discipline - The Art and Practice of the Learning Organization - http://en.wikipedia.org/wiki/The_Fifth_Discipline

• Organizational Learning Culture's Influence on Job Satisfaction... - http://conservancy.umn.edu/bitstream/53624/1/Hsu_umn_0130E_10474.pdf

• Yang, B. (2003). Identifying valid and reliable measures for dimensions of a learning culture. Advances in Developing Human Resources

• Fred Ettish - http://www.youtube.com/watch?v=Z5maknndsas

• the lessons of vasa http://faculty.up.edu/lulay/failure/vasacasestudy.pdf

• Gossamer Condor

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