agile management #eomadrid

© 2012 Proyectalis Gestión de Proyectos S.L. More at http://slideshare.net/proyectalis

Agile Management

LearningEO, November 2012

For Highly Reactive

Companies


bit.ly/AMEDBlog www.linkedin.com/in/angelm

www.slideshare.net/proyectalis

bit.ly/AASlides bit.ly/AAVideos

[email protected]

Twitter: @angel_m

Ángel Medinilla!

You killed my father,

prepare to die…!

bit.ly/AANewsletter

bit.ly/AMEDBook


Worst Nightmare!


I came here to talk

about my book…!


My Pleasure!!


Free Shoulder Pain Check…


Today’s audience


Let’s take a short cut…


The 19th century problem:


A giant leap for mankind!


Why do I get an un-needed brain every time I hire a pair of hands?


Hence…


(Unwanted) side effects…


But it works!


Aichi, ~1946…


Lean Production!


LEAN Maximize value (reduce waste)

Improve the Value Stream and help the system flow

Produce only when needed (pull), reduce inventories

Continuous Improvement by the whole workforce


Konosuke Matsushita “We are beyond the Taylor model. Business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. "


Nonaka & Takeuchi


Rise of new species…


“30 to 50 times more productive than the average”


Teamwork

“It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.”


We Still don’t get it!

Gordon Gekko

Pointy Haired Boss

Bill Lumbergh

Michael Scott

80’s 90’s 00’s…

Katharine Parker

Donald Trump


IT Taylorism


Values

Principles

Processes

Roles

Tools

Artifacts

Practices

The Management 2.0 problem:


Management 2.0

I Am Your Father!

CMMI

ITIL PMBOK Balanced Scorecard

Cobit

Management by Objectives

Business Process Reengineering

ISO Total Quality Management

Six Sigma Knowledge Management

Earned Value Management

SWOT Analysis

Strategic Planning

WBS

5 Why’s

Management by Wandering

One Minute Management

Empowerment

Root Cause Analysis Software Engineering

MÉTRICA V3

WATERFALL

Software Engineering


Agile!


Individuals and Interactions Working Software

Customer Collaboration Responding to Change


??


In other words…


Traditional Project Management Original Plan



Ouch! Not what we wanted!




Project complexity




Project complexity

Not good at seeing the future



Ouch!

Hofstader’s Law

Not what we wanted!

Project complexity




Ouch!

Hofstader’s Law

Parkinson’s Principle

Not what we wanted!

Project complexity




Ouch!

Hofstader’s Law


Murphy’s Law Not what we wanted!

Project complexity




Ouch!

Hofstader’s Law


Murphy’s Law

General Human Stupidity Not what we wanted!

Project complexity




Ouch!

Hofstader’s Law


Murphy’s Law

Medinilla’s Principle on Project Unfairness (yes, the Universe is designed to play against you, go complain t0 the Manager)

Not what we wanted!

Project complexity


General Human Stupidity



Ouch!

Hofstader’s Law


Murphy’s Law

Medinilla’s Principle on Project Unfairness (yes, the Universe is designed to play against you, go complain t0 the Manager)

General Human Stupidity

RAmen!

Not what we wanted!

Project complexity



Agile Project Management Original Plan

Ouch!



Ouch!

Estimate



Ouch!

Estimate

MVP1



Ouch!

Estimate

MVP1 MVP2



Ouch!

Estimate

Pivot

MVP1 MVP2



Ouch!

Estimate

Pivot R1.0

MVP1 MVP2 MVP 3, 4, 5…



Ouch!

Estimate

Pivot R1.0 ¿R2.0?




Ouch!

Estimate

Pivot R1.0 ¿R2.0?


BV

t

R1.0 ¿R2.0?



Ouch!

Estimate

Pivot R1.0 ¿R2.0?


BV

t

R1.0 ¿R2.0?

- Self-organizing Motivated Team - Sustainable pace - Collaborates daily with business people - Frequent face to face communication - Technical Excelence - Constant reflection and continuous improvement – remove waste!


Scrum 101

Product Owner

Team

Scrum Master Product Backlog

Sprint Backlog

Stakeholders

Retrospect

Demo, client feedback

Product Increment

Time Boxed Iteration


- Normal

- Bug

- Rework

HOLIDAYS

Kanban 101 Selected -4 Backlog

Code Test-6 Done!

Design Rdy-5 Rdy-9 Rdy-4 On-3 On -3 On PROJECT:

Team: Daily:

Burn-down::

Release Plan:

Retro:

1. Need Product Owner

2. Testing bottleneck

3. New hardware

4. Bad defined Stories

5. Pair programming

- Max. 3 Avatars per person - No Orphan Stories

SP

RIN

T

FIRE!

PRIO

ASAP


Agile Product Management

(a.k.a. Customer Development)


Lean Startup


End of short cut!


Champagne for everyone!


(let’s go on)


Mmmm… wait a

minute…


Software

companies… Why should I care about this Agile thing?

But this comes from


In fact, how do I know that Agile is not the latest trendy management FAD?


Or in other words…


Management 2.0

I Am Your Father!

CMMI

ITIL PMBOK Balanced Scorecard

Cobit

Management by Objectives

Business Process Reengineering

ISO Total Quality Management

Six Sigma

Knowledge Management

Earned Value Management

SWOT Analysis

Strategic Planning

WBS

5 Why’s

Management by Wandering

One Minute Management

Empowerment

Root Cause Analysis

Software Engineering MÉTRICA V3

WATERFALL

Software Engineering

AGILE…?


OK, forget about the “A” word…


Now let me give you just one good reason to care about this talk…


Survival!


Deceased!


“Too Big To Fail”…

DECEASED!


WHY?


Change on environment…


…or new species arriving!


Survival is a matter of adaptation


“There’s no need to change.

Survival is not mandatory.”


No NEW NEWS!


It’s not enough to have Agile

TEAMS


When environment changes, you have to adapt

FAST


When a

FAST Competitor appears, it’s time to

adapt or die!


Mmmm… Ok, let’s be Agile, but

still…


Where’s the “Management”

part of the talk?


Here it comes…


There are black holes in Agile…


????


??????


????


??????


????????


Consequences


Wrong Products


(a.k.a. “double the sh*t, double fast”)


Cargo Cult Agile


“No planning”

“Fail Fast” “No documents”

“No Project Manager”

“No BDUF”

“Story Points”

“Playing cards”

“Self Organization”


High Waterfallity Rate


High Waterfallity Rate

Scrum


Lack of Coordination


Self-Organization gone wild


Software Anarcho-Syndicalism


In two flavours…


Barriers to Agile Adoption

http://www.versionone.com/state_of_agile_development_survey/11/

- Ability to change organizational culture

- Availability of people with the right skills

- General resistance to change

- Management support

- Project complexity

- Confidence in ability to scale

- Customer collaboration

- Perceived time to transition

- Budget constraints

- None

122


And what’s more important…


SHOW ME THE MONEY!!!


“They promised me Mars colonies…

instead, I got Facebook!”


Where are the Hyper-Productive Agile companies?


Conformance, yes, but…

Demotivated Teams Resistance to Change

Cargo Cult Low productivity

Lack of business alignment

Long lead times

Fear of Agile

Lack of Skills

No clear results No ability to scale “Bad” Self Organization

No coordination

Scattered Knowledge

Wrong Products


Agile Management


Management 3.0

A software team is a self organizing system: support it, don’t obstruct it

Agile Managers work the system around the team, not the people in the team

http://www.slideshare.net/jurgenappelo/what-is-agile-management


SO…


Instead of blindly following a process…


Look for

RESULTS


Let’s break the walls of the

‘Agile Team’…


Understanding Agile’s True Nature


And building the next generation of

AGILE COMPANIES


As a takeaway: 1. Command, Control and Coercive Management kill

self-organization, talent, innovation and creativity.



self-organization, talent, innovation and creativity 2. Your company must find ways to constantly adapt to

changing environments instead of blindly following strategies, plans, budgets, deadlines…



self-organization, talent, innovation and creativity. 2. Your company must find ways to constantly adapt to


3. Stop caring about process conformity, understand the state you are trying to reach.



self-organization, talent, innovation and creativity. 2. Your company must find ways to constantly adapt to


3. Stop caring about process conformity, understand the state you are trying to reach.

4. Involve everyone in defining the company culture and organization. As a Manager, care for the people and the system, and let them work their way to results – with alignment!


As a takeaway:

5. If you want your company to be Agile, you have to learn how to Manage it the Agile way


Thank you and… Blog it!

[email protected]

(oh, yes, and buy the book!)


This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at: [email protected]

Also, please contact us for in-company training, public speaking, Agile Consulting, Management 3.0 Licensed Courses and more! Check our slides at slideshare.net/proyectalis, some videos at vimeo.com/user3469010 and join our Agile Angel Monthly(ish) Newsletter at bit.ly/AANewsletter

http://creativecommons.org/licenses/by-nc-nd/3.0/

agile management #eomadrid

Documents

coercive management kill

process conformity

designedto play

stop caring

medinilla proyectalis

murphys law

find ways

complain t0