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Agile Leadership Enabling an Agile Culture
Agile Leaders support and promote an agile mindset, by focusing on customer value, servant leadership, and lean, efficient processes.
By Robert Weidner
Let’s Talk
We’d like this session to be an interactive exchange of thoughts and ideas. Please… • Ask questions • Share your own experiences • Challenge our assumptions • Interact • Engage • Make sure you’re getting what you want out of this session We may not be able to answer every question. If this should occur, we will… • Readily admit our need to investigate the issue further • Parking lot the item • Provide a follow-up response by the end of the week
The Accelerating Pace of Change
Time Magazine The Law of Accelerating Returns
The Changing Workplace
Eight trends that are shaping our future: • Technology: 83% of all new jobs; 300% growth since 1950
• Knowledge Work: 75% of total work is knowledge work; only 5% has been computerized
• Globalization: Geopolitical changes have removed barriers to international trade
• Reengineering: Companies are redesigning everything about the way work gets done, strategic partnerships
• Restructuring: Organizations are leveling their hierarchies and making way for “fluid cross-trained teams”
• Virtual Workplace: Enabled by collaborative technology, people can work anywhere, anytime
• The End of the Job as We Know It: Permanent downsizing, declining relative wages, underutilization of skilled labor, rise of temporary employees, employee leasing, start-ups
• Diversity: Changing American workforce demographics
The Agile Journey
Ad hoc Agile
Doing Agile
Thinking Agile
Being Agile
Culturally Agile
The Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
agilemanifesto.org
12 Principles of the Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
12 Principles of the Agile Manifesto
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity – the art of maximizing the amount of work not done – is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
agilemanifesto.org/principles.html
Enabling an Agile Culture
Prescriptive Adaptive
Project, Program, Portfolio Product, Product Line, Product Mix
Scope-boxing Time-boxing
Individual Accountability Model Collective Ownership
Infrequent Releases, Large Batch Sizes Continuous Delivery
Demand Management Dedicated Resources
Functional Silos Cross-Functional Teams
Component-based Feature-based
From To
Leading By Example
Command-and-Control Servant Leadership
Autocratic, Exclusive Democratic, Inclusive, Participatory
Micro-management Empowered Teams
Manager Centric Design Team Centric Design
From To
A servant leader will inspire others to become the greatest version of themselves.
Much of this depends on the type of culture the leader's actions enable.
Aspects of culture include:
´ Psychological Contract
´ Organizational Citizenship
´ Transparency
´ Personal Safety
Management By Wandering Around
Status reports should not be your only view into the work.
“Walking the shop floor” allows you to: • See the status of the work in real-time
• Prevent optimistic reporting based on translated or interpreted data
• Hear how things are going directly from those who are performing the work
• Offer a boost in morale, which has a direct correlation to productivity
• Lets employees know the work they do has purpose
• Lets employees know we put people first
Job Characteristics Theory
The Cynefin Framework
Complex Complicated
Chaotic Simple
Knowledge Work • Heuristic • Adaptive • Organic • Intrinsic Motivation • Servant Leadership
Factory Work • Algorithmic • Predictive • Mechanistic • Carrot-and-stick Rewards • Command and Control
Agile Waterfall
War Manufacturing
Learning Organization To embrace agility, we must become a learning organization, where we:
• Facilitate the learning of our members, and provide them opportunities to refresh their skills
• Continuously transform ourselves
• Shift to a more interconnected way of thinking
• Develop a sense of community
Systems Thinking Organizations are a system of inter-relationships that can be
assessed, and improved
Personal Mastery Individuals commit to continual
learning which creates a competitive advantage
Mental Models The assumptions and belief
systems held by an organization must be challenged
Shared Vision The development of a shared
vision across all levels that provides a common identity
Team Learning Individual Learning contributes to team learning – i.e. “knowledge
sharing”
Agile is Continuous Improvement
There is no pure, complacent state of existence.
Perfection occurs only in a state of perpetual adaptation. • It is our ability to quickly respond to emerging market conditions.
• It is our ability to identify and correct for unintended consequences.
• It is our ability to collapse feedback loops.
• It is achieved through empirical process control.
• It requires inspection, adaptation, and transparency.
Like organisms, organizations either adapt, or die.
Agile Transformation
Why • Reduce Cycle Time • Increase Speed to Market • Simplification
How • Execute Agile
Transformation Roadmap • Execute Agile Training
Roadmap • Integrated change
management and communication plans
• Agile coaching to support transition
• Update processes to support agile
What • Achieve 100% agility
utilization across entire organization
• Increase agility of existing agile teams via coaching, community support, and self-service tools
• Product-centric restructuring
When • Year 1: “Doing Agile” • Year 2: “Thinking Agile” • Year 3: “Being Agile”
Who • Execution Teams • Quality, QA Automation • DevOps, Engineering • Design, Architecture • Product Ownership,
Business • PMO Organization • Culture and Leadership • Finance • Human Capital • Facilities • Legal
Change Management • Increase urgency • Build the guiding team • Get the vision right • Communicate for buy-in • Empower action • Create short-term wins • Don’t let up • Make change stick
• Agile transformation MBO established • Create cross-functional teams to support transformation efforts • Focus on a principle-based implementation • Use the “underscore and explore” communication strategy • Provide formal and informal training opportunities for agile and culture • Establish pilot program(s) • Use a simultaneous top-down and bottom-up change approach • Correct for unintended consequences
Qualitative • Retrospectives / Surveys
• Every quarter for departments • Every sprint for agile teams
• Assessments • Capability Assessment
Quantitative • Metrics
• Feature Cycle Time • Net Promoter Score (NPS)
• Assessments • Maturity Model M
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