agile lean leadershipall elevator pitch 191107 1 agile lean leadership enables organizations, to...

ALL Elevator Pitch 1911071

Agile Lean Leadership

The Road Less Travelledenables organizations, to generate more sustainable value for all stakeholders,

and be radically more resilient, fast, reliable and innovative

ALL Common Slides 190508

The challenges for organizations

2

“It is always wise to look ahead, but difficult to look further than you can see.”

Winston Churchill

● Everything is changing at an accelerating pace■ Technological developments stress revenue streams■ Globalization stresses current business models■ Consolidation pressures the smaller players in the markets■ Knowledge-work is growing rapidly

● Change puts higher demands on employees■ Constant need to change and learn■ Need to work in teams and re-team for transient teams■ One specialty skill is often not enough

● Change puts greater demands on leadership■ Much harder to plan ahead■ Need to lead in complex situations■ Ability to lead knowledge workers

● People demand more socially of the workplace ■ Work which has a purpose■ Reasonable autonomy■ Scope to grow and master their skills■ Intrinsic motivation beats extrinsic (Anders Dysvik, BI Oslo)


Complexity - Dave Snowden’s Cynefin Model

● Much work today is in the Complex domain■ Modern product and system development requires

solutions to many Complex issues■ We only have fragmented knowledge■ Cause and effect can only be seen in hindsight■ We have to learn while doing■ Therefore, big upfront plans and linear

processes are not helpful■ There will be a high degree of parallel

experiments to build up knowledge

● Traditional plan driven approach■ Usually fine in the Obvious

and Complicated domains

● Scrum and Agile Lean Leadership ■ Is designed to cover the border area between

Complex and Complicated and also intodeep Complex territory

● Chaos is something different!3

ObviousSense-Categorize-

RespondBest Practice

ComplicatedSense-Analyze-

RespondGood Practice

ComplexProbe-Sense-

RespondEmerging Practice

ChaosAct-Sense-Respond

Novel Practice

Disorder

Zone ofComplacency

6


The Agile Lean Organization – The Difference

4

Artifact

Customer circle

Artifact

Customer circle

Artifacts

Circle Name

Artifacts

Circle name

Artifacts

Circle Name

Artifact

Supplier circle

The Hierarchy A Network of Teams/Circles

CommandsResources

ControlReports

Deliverables

Requests/Delegations/Feedback

Fulfillment/Delivery/Feedback

IssuesIdeas

EscalationFeedback

ResolutionDelegation

InvestmentsFeedback

The Road Less Travelled

Compliance – Predictability Serving the Customer – Optimizing

Depen- dencies

Tactical resolution

Impro- ve-

ments

Operational resol.

Priori- ties

Strategic resolution

Secondary Circle of Interest

Level 2 Circles

35

C

D

EPrimary Circles – Value Stream

A

B

F


Transition to an Agile Lean Organization brings

5

● Benefit of the engaged individual● Much higher yield from the workforce

■ Typically productivity goes up significantly■ Quality improves because all are committed to it

● Greater Stakeholder satisfaction■ Much greater resilience in times of change■ Better visibility of goals, progress and impediments■ Effective solutions are more likely due to disciplined development

of common understanding and alignment ■ Minimization of risk

● Greater Employee satisfaction■ Improved visibility of purpose in small team setting■ Greater autonomy to decide how to work and solve challenges■ Constant learning and improvement process creates opportunities

for personal development and mastery■ Improvement is made possible through a disciplined leadership

approach which fosters psychological safety, respect and appreciation■ Psychological safety leads to less stress, sick leave and turnover and

develops a willingness to take on more responsibility

Plan

Do

Study

Act

W. EdwardsDeming

The Deming Cycle

“We must preserve the power of intrinsic motivation, dignity, cooperation, curiosity, joy in learning, that people are born with.”

– Dr W. Edwards Deming


The Circle - The fundamental concept when scaling

6

● The Circle – A generalized team ■ Descriptive Name■ Relationships to other Circles

● Artifacts■ Circle Manifest: Who are we, what we do, how

to interact with us■ Main Backlog (Product Backlog in Scrum):

An ordered list of Circle deliverables■ Tactical Backlog (Sprint Backlog) if Scrum,

Kanban or both■ Improvement Backlog: An ordered list of

potential improvements

● Roles■ Commanding Officer: (CO), a generalized

Product Owner from Scrum, looking OUT for customers and value, prioritizing deliverables

■ Executive Officer: (XO), a generalized Scrum Master from Scrum, looking IN for improvements/impediments, governing the process

■ Team: Cross functional, self organizing. They have all the primary skills to deliver items from the Main Backlog

Circle Manifest

Circle Name

CO

XO

Main Backlog

Tactical Backlog

Team

36

Relationship


The Scrum Flow - vanilla version

7

Vision & Ideas

Selected BacklogProduct Backlog

Ordered list of requirements

Product Owner. Responsible for understanding customers, business value, ROI and prioritization. Owns

the Product Backlog

Stakeholders. Users, Customers, Management. Input to Product Backlog, participate and help Daily

Scrum

Product Increment. Completely Done!

Scrum Master. Respon- sible for the process, coaching, supporting

and implementing improvements.

Owns the Improvement / Impediment Backlog

Team. Small, cross functional and self-organizing. Responsible for creating product and results.

Owns the Sprint Backlog

2


What AgileLeanHouse offers

8

● Education: Agile Lean Leadership and Organization, Scrum■ #1 ALL – Introduction. #1A ALL - Scrum Master or XO. #1B ALL - Product Owner or CO■ #2 ALL – Foundation■ #3 ALL – Executive■ #4 ALL – Practition■ #5 ALL – Teams (XO Advanced)■ #6 ALL – Specifications (CO Advanced)

● Coaching and Support■ On site and online participation in activities, giving advice and participating in the first leg of the journey

● Tools■ Digital Tools. 現Agemba the agile workflow system, providing excellent structure and transparency■ Analog tools: Agile cards, Estimation Poker. Templates and checklists

● The Network Package – a subscription■ The organizations in the primary network have access to a number of packages■ ½ day assistance/month, access to agemba with 1 leadership user, 9 ordinary users and 20 reviewers■ 1 day assistance/month, access to agemba with 2 leadership user, 18 ordinary users and 40 reviewers■ Free attendance to prime webinars■ 20% discount on all courses and physical tools■ Yearly subscription and payment.


The Educational Program● #1 Agile Lean Leadership – Introduction

■ An introduction to the background, mindset, principles and structure of Scrum, Kanban and general Agile and Lean principles. Estimation and risk assessment and prioritization

● #2 Agile Lean Leadership – Foundation■ The fundamental patterns for building an organization that is fast, reliable, resilient and innovative. We

discuss the requirements to the leadership, the characteristics and building blocks of the organization and how to make change happen

● #3 Agile Lean Leadership – Executive■ A short introduction to the background and mindset in Agile and Lean. Learn different monitoring,

estimation, risk assessment and basic prioritization techniques. A combination of #1 and #2

● #4 Agile Lean Leadership – Practition■ How to take “ALL” Foundation to the practical level. How to design an organization and scale up across

many teams, projects and initiatives. Starting from the periphery with real customers and working towards the service teams in the center. Escalation and cross cutting concerns

● #5 Agile Lean Leadership – Teams■ The principles and practices of the Team Member, who holds the exact skills and competencies and who

creates concrete solutions. How to adapt to working in a Team

● #6 Agile Lean Leadership – Specifications■ When working on assignments with a high degree of complexity, getting to a common understanding of

"Why" and "What" needs to be done and "When" for "Who" is not trivial

9


The Agile Lean Leadership Network

● To promote wide use and further development of the ALL patterns, content and tools, we are launching the ALL Network

● Individuals and organizations can join and use the material and tools for use with their own clients.

● Patterns, content and tools are moving into an Open Source platform governed by the ALLN

● The future of the patterns, content and tools is guided by a council of Guardians selected by ALLN

● ALLN is sponsored by and operates in legal terms under AgileLeanHouse A/S (ALH), a Danish corporation. ALH already has many shareholders in Scandinavia and the Netherlands

● The opportunity exists to join as a shareholder of ALH for those wishing to partake in the commercial enterprise.

● Memberships range from non-profit, personal to corporate or institutional with varying rights of use

10


現agembaProvides full transparency and collaboration across the whole organization


Agemba – Key qualities

● Agemba is a cloud-based software tool that helps organizations manage complex work and yield more business value

■ In a complex world, it is necessary to be resilient and sustainable

● Agemba fosters transparency across the whole organization■ All Teams and Circles and delegations are visible on a Circle Map■ Agemba provides transparency of goals, solutions, progress, risks and impediments■ Dashboards, Road Map, Story Maps, Outline and traditional Backlogs serve as artifacts■ Detailed list views provide customized lists, reports and graphs

● Agemba supports the enterprise from strategy to planning and tactics

■ The Roadmap provides a high level overview with timelines, milestones and dependencies■ Powerful planning tools support the Product Owner’s efforts to continuously plan for the

best possible return on investment


Dashboard – Immediate Transparency

13

The Agemba Dashboard can be customized with

Dashlets

Circle or Site Activity Feed

Recently edited Items

My Focus

Multiple pages

Mobile version (In the works)


Circle Overview – The Organization

14

The Circle Overview shows the current

situation for different Circles in the organization

Different Circles, status

Delegation relations

Manifests, numbers and status

Right pane, full detail view, for selected item


Strategic Road Map – The Vision Illuminated

15

The Road Map shows the objectives, priorities

and commitments for the Circles and the Organization

Multiple lanes of interest Themes, Milestones

Items can be added di- rectly in the Road Map

Create relationships to show dependencies

Quick inspection of Item details


Outline and Timeline – See Time and Dependencies

16

The Outline combines an overview of “what” to do, with “when” to do it:

the Timeline

The hierarchy of Epics & Stories (Story Map)

The Timeline

Releases, planned Items

Sprints, planned Items

Relations


The Story Map – The Cornerstone

17

The Story Map is a cornerstone, providing a full interactive overview

Different panes

Why, What, Who and When

Themes, Epics, Stories, Ideas and Issues

Details for selected item


List View – The Business Analyzer

18

The List view is used to analyze, and make sense

of all data, logs, and comments. Business Intelligence for real

Filter and sort

Create custom filters and save them

Export to Excel and various PDF formats

Lists can be used as dashlets on Dashboard


Product Backlog – Grand Tactical Execution

19

The Product Backlog is used to organize items into the desired Phases, Releases and Sprints or

Kanban

Items for planning, filter and sort

Backlog: Releases, sprints and Kanban

Drag and drop, priori- tize and evaluate effort

Stories, Epics, Issues and Ideas


Tactical Backlog – Execute Efficiently

20

The Tactical or Sprint Backlog view provides a day to day overview of

execution: Scrum or Kanban

Items for planning, filter and sort

To Do, Progress, Done

Issues, Ideas and Impediments

Customizable Kanban lanes, workflows

Details for selected item


Summary

21

● Work in the complex domain cannot be completely pre-planned

● Top-down prescriptions cannot anticipate the unknown or the unexpected

● Agile Lean Leadership (ALL) is a team-centric approach for dealing with complexity and uncertainty

● ALL puts the customer first and empowers team members

● ALL is better for the customer, the employees and the bottom line

● Agemba is a tool for managing Agile projects and work in general

● Agemba provides visibility, clarity and accountability

敏Agile, fast and

smart

agile lean leadershipall elevator pitch 191107 1 agile lean leadership enables organizations, to...

Documents