Thinking Toolsfor solving threeAgileadoption problems
MarkusGärtner@mgaertne @itagile
Introductions
Formpairs,ideallywithstrangers,andanswerthefollowingquestions:• Whatbigchallengesdoyoubringtothisworkshop?
• Whatdoyouhopetogetfromthisworkshop?Eachpersongoes1minute,thenswitch,3rounds
WHOLEPRODUCTFOCUS
Customer-centric
Customersdon’tbuyapartoftheproduct,butthewholeproduct
Customer-centric
ImportantGuidelines• Partsofsoftwarethatarenotintegratedintothewholeproducthavenovalueyet.
• Teamswhofinishedtheirpartarenotdoneuntilitisintegrated.
• Wheneverthereisachoicetooptimizeateamoutputorthewholeproduct,wealwayschosethewholeproduct.
Customer-centric
EliminateWaste1. Over-production2. Inventory3. Over-processing(includes
extraprocesses),relearning4. Hand-offs5. Task-switching,motion
betweentasks,interrupt-drivenmulti-tasking
6. WaitingandDelays7. Defects,testing/inspection
andcorrectionattheend8. Notusingpeople’sfull
potential:“workingtojobtitle”,nomulti-skill,nomulti-learning,nokaizen,…
9. Knowledgeand informationscatter or loss
Customer-centric
Inyourtablegroups,pickaproduct.
2 minutes
Customer-centric
Expandtheproductdefinition• Whatwouldtheendcustomersanswerifweaskthem,“Whatisourproduct?”
• Dowehavecomponentsthataresharedorfunctionalitythatisthesameacrossourcurrentproducts?
• Ourproductispartof?Whatproblemdoestheproductsolveforendcustomers?
10minutes
FEATURETEAMS
FeatureTeamsFeatureTeams ComponentTeams
Optimizedfordeliveringthemaximumcustomervalue
Optimizedfordeliveringthemaximumnumberof linesofcode
Focusonhigh-valuefeaturesandsystemproductivity (valuethroughput)
Focusonincreasedindividualproductivitybyimplementing‘easy’lower-valuefeatures
Responsible forcompletecustomer-centricfeature(s)
Responsibleforonlypartofacustomer-centricfeature(s)
‘modern’wayoforganizing teams–avoidsConway’sLaw
Traditionalwayoforganizingteams–followsConway’sLaw
Leadstocustomerfocus, visibility,andsmallerorganizations
Leadsto‘invented’workandaforever-growingorganization
Minimizeddependencies betweenteamstoincreaseflexibility
Dependenciesbetweenteamsleadtoadditionalplanning
Source: http://www.featureteams.org/
FeatureTeamsFeatureTeams ComponentTeams
Focusonmultiplespecializations Focusonsinglespecialization
Shareproductcodeownership Individual/teamcodeownership
Sharedteamresponsibilities Clearindividualresponsibilities
Supportsiterativedevelopment Resultsin‘waterfall’development
Exploitsflexibility: continuousandbroadlearning
Exploitsexistingexpertise:lowerleveloflearningnewskills
Requiresskilledengineeringpractices–effectsare broadlyvisible
Workswithsloppyengineeringpractices–effectsarelocalized
Providesamotivationtomakecodeeasytomaintainandtest
Contrarytobelief,oftenleadstolow-qualitycodeincomponent
Seeminglydifficulttoimplement Seeminglyeasytoimplement
Source: http://www.featureteams.org/
FeatureTeams
Restraintheproductdefinition• Whatistheproductvision?Whoarethecustomers?Whatistheproduct’scustomerdomain?
• Whatdevelopmentiswithinourcompany?Howmuchstructuralchangeispractical?
10minutes
FeatureTeamAdoptionMap
CONTRACTGAME
ContractGames
IdentifyContractGamesandSecretToolboxesinyourtablegroup.
Whatwouldbeafirststeptochangethedynamic?
10minutes
Debrief
Shareinyourtablegroupsyourcoretake-aways
7 minutes
Summary
• Customer-centricWholeProductFocus
• FeatureTeams
• ContractGames
RememberLarman’s Laws1. Organizationsareimplicitlyoptimizedtoavoidchangingthestatusquo
middle- andfirst-levelmanagerand“specialist”positions&powerstructures.
2. Asacorollaryto(1),anychangeinitiativewillbereducedtoredefiningoroverloadingthenewterminologytomeanbasicallythesameasstatusquo.
3. Asacorollaryto(1),anychangeinitiativewillbederidedas“purist”,“theoretical”,“revolutionary”,“religion”,and“needingpragmaticcustomizationforlocalconcerns”– whichdeflectsfromaddressingweaknessesandmanager/specialiststatusquo.
4. Culturefollowsstructure.
http://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior
References
http://less.works
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