Ten years after adopting Agile · AGILE AUSTRALIA 2017 | 4 16 San Fran 120+ Melbourne 7 Sydney 50+...

AGILE AUSTRALIA 2017 | 1

Featured Project:

Sydney Opera House, Australia

Connecting teams project-wide

Ten years after adopting Agile

Agile Australia - June, 2017Craig Brown


~35Melbourne

~15Bangalore


16

San Fran

120+Melbourne

7Sydney

50+ Bangalore

46offices

8Dev

centres

250+R&D staff

18Munich

9Duisburg

9Paris

12Nottingham

900+Total staff


• What are you talking about after 250 retrospectives?

• What does leadership look like?

• What do managers do?

• What principles drive organisational design?

• And how does our organisation evolve in this context?

• How do you handle challenges like distributed teams?

• What compromises do you make and how do you deal with them?


Grow skills, then they become normal

An agile journey


We are helping transform the way project teams work together. We make the process fairer, easier and more efficient for everyone.

We help our customers…

• Minimise conflict and stress for people on projects

• Help people reduce risk and rework to make projects cheaper

• Help workers get home earlier to see their families

• Deliver amazing projects that people are proud of


Retro trends today

What kind of a team do we want to be?

Cross team collaboration.

Supporting other teams.

The importance of a clear value

story

More rigour on customer

feedback

Deeper insights into

customer value

Discipline on practice

Be more responsive to

customers

Story mappingTest automation

Learning to work with

Melbourne

Team practices – eg

Kanban


Retro trends today

What kind of a team do we want to be?

Cross team collaboration.

Supporting other teams.

The importance of a clear value

story

More rigour on customer

feedback

Deeper insights into

customer value

Discipline on practice

Be more responsive to

customers

Story mappingTest automation

Learning to work with

Melbourne

Team practices – eg

KanbanShow the Germany Devs a good time in

Melbourne - attending a footy game


What do managers and leaders do?

Share the value story

Coaching and supporting

Facilitate goal setting

One on ones & performance

feedback

Connect people across

teamsClear blockers


Criteria Best today Worst today Overall

Faster time to market Days 4 weeks

Early ROI People buy on the promise 6-9 months

Customer feedback Analytics, pilot groups etc. Interviews & help desk

Build the right products Sales are strong NPS is down

Early risk reduction Building on our core New products

Better quality 3-4 production defects a year More teams = increased impact

Predictability Most deliver to expectations Some a few weeks late*

Culture and morale Core is strong Acquisitions need support

Efficiency/Learning Plateaued and needs a kick Easy wins on the table

Customer satisfaction Mixed Trending down >

Alignment Aggressively strong Some temporary challenges

Emergent outcomes No room at the moment Very brittle

Why Agile?

Then and now.





Customer feedback Analytics, pilot groups etc. Interviews & help desk














Customer feedback Analytics, pilot groups etc Interviews & help desk












Faster time to market Hours to days 2-3 months

Early ROI People buy on the promise 6-9 months. Some products.

Customer feedback Analytics, pilot groups etc Interviews & help desk




Predictability Most deliver to expectations Some are weeks late



Customer satisfaction Mixed Trending down




Laloux’sculture model


Click to edit Master title style

Power

Fear

Chaos

Command authority

Division of labour

Transactional work

Red

Hierarchy

Stability

Long term view

Controls

Process

Formal roles

Amber

Competition

Profits

Objectives

Innovation

Accountability

Meritocracy

Orange

Shared Values

Delight customers

Engaged staff

Stakeholder balance

Culture over strategy

Empowerment

Green

Higher purpose

Distributed decision making

Anti-fragile

Wholeness

Self management

Evolutionary purpose

Teal

Laloux’s model



Power

Fear

Chaos

Command authority

Division of labour

Transactional work

Red

Hierarchy

Stability

Long term view

Controls

Process

Formal roles

Amber

Competition

Profits

Objectives

Innovation

Accountability

Meritocracy

Orange

Shared Values

Delight customers

Engaged staff

Stakeholder Balance


Empowerment

Green

Higher purpose


Anti-fragile

Wholeness

Self management


Teal

General performance



Power

Fear

Chaos

Command authority

Division of labour

Transactional work

Red

Hierarchy

Stability

Long term view

Controls

Process

Formal roles

Amber

Competition

Profits

Objectives

Innovation

Accountability

Meritocracy

Orange

Shared Values

Delight customers

Engaged staff

Stakeholder balance


Empowerment

Green

Higher purpose


Anti-fragile

Wholeness

Self management


Teal

Aspirations


We will continue to make compromises


We will make plenty more mistakes


Values bring it together and take us

forwardPurposeCulture

StructureSystems

Ten years after adopting Agile · AGILE AUSTRALIA 2017 | 4 16 San Fran 120+ Melbourne 7 Sydney 50+...

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Transcript of Ten years after adopting Agile · AGILE AUSTRALIA 2017 | 4 16 San Fran 120+ Melbourne 7 Sydney 50+...