leadership beyond agile xp2015
TRANSCRIPT
© Reaktor 2015
Leadership beyond AgileSustainable change that matters
Sami Lilja, Agile coachTwitter: @samililja
© Reaktor 2015
Leadership beyond Agile
• Systems Thinking
• New view to organisation development
• Value Demand and Failure Demand
• Towards the Better
”© Reaktor 2015
A system is not the sum of its parts but the product of their interactions
- Russell Ackoff
What is System
• Collection of parts that are interdependent.
• The parts interact in a such a way that it affects the capabilities and qualities of the entire system
• System has a purpose
”© Reaktor 2015
A system is not the sum of its parts but the product of their interactions
- Russell Ackoff
What if we do not see The System?• Collection of parts that
are interdependent
• The parts interact in a such a way that it affects the capabilities and qualities of the entire system
• System has a purpose
Managing parts separately.“Most of the costs falls
between the cracks”- M Poppendieck
“The cost is not in the transactions. The cost is in
the flow”- J Seddon
The purpose, from customer perspective, is not understood.
Design and management of work is done incorrectly,
causing waste.
© Reaktor 2015
An example of a system
Joe
Team
Product Owner
HelpDesk
Customers
Logistics Departme
ntSuppliers
MAIN MENU1. Catalogue2. myInvoicesSelect: ___
webshop.comIT System
What issues can affect Joe’s work negatively?
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What impacts Joe’s work• Clarity of the customer request
• Communication channels between departments
• Quality of backlog
• Other items in the backlog
• Team’s working practices
• Tools (compilers, editors, TA, CI, ...)
• Pressure
• Dependencies with other departments
• Processes and working practices
• Interrupts
• Bonuses (Joe, team members, PO, other people in the company)
• Responsibility sharing between the people
• Priority of work
• Non-work-related issues (e.g. mother hospitalized)
• Code base
• Joe’s Competency (domain knowledge, technical skills, “interpersonal skills”)
• Product Owner’s competence (e.g. ability to prioritize
• etc.
System
System
System
System
System
System
System
System
System
System
Joe
JoeSyste
m
System
System
System
Another Syste
m
System
System
© Reaktor 2015
Source: http://www.flickr.com/photos/ichihara-hanpu/8070674230/
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Demand
Value Demand(Arvokysyntä)
Adds value to customer or user.
What and How of the service
This is type of Demand we want
Failure Demand(Häiriökysyntä)
Failure to fulfil customer or user needs
Bad quality, delays, wrong product or service; missing product or service
Consequential wasteful work inside the organisation: meeting, queues, waiting, misunderstandings, reporting
Up to 80% of work done in an organisation
© Reaktor 2014
Value Demand and Failure Demand
Value Demand(Arvokysyntä)
Adds value to customer or user.
What and How of the service
This is type of Demand we want
Failure Demand(Häiriökysyntä)
Failure to fulfil customer or user needs
Bad quality, delays, wrong product or service; missing product or service
Consequential wasteful work inside the organisation: meeting, queues, waiting, misunderstandings, reporting
Up to 80% of work done in an organisation
© Reaktor 2014
• Processes, tools and IT Systems are a good servant but a bad master
• They do not fix the problems in the system
• However, processes & tools & IT Systems may hide the problems deeper
© Reaktor 2014
ProcessesRules and guidelines
Governance
Metrics
Design and management of
workFunding model
Goals
Incentives and bonuses
Recruiting and outsourcing
Tools and technologies
IT Systems
Quality of requirements
Structure of business units Resourcing
practises
Customer and market
understanding
Project Management
Office
Relationship with
customers
Training
Site locationsTeam
structure QA Practises
Meetings
Communication channels Feedback (and
lack of)
Technical Debt
Knowledge (and lack of)
Deployment practises
Current code baseRoles and
responsibilities
System conditions(Systeemin olosuhteet)
© Reaktor 2015
Study and understand Demand
Demand from customers and clients (Value & Failure)
Demand from internal stakeholders
1. Define work item types. E.g.
- Source / Destination- Workflow- Order of Magnitude in
Size
2. For each work type analyse e.g.
- Demand- Arrival Rate- % of Value vs Failure
Demand- Customer Expectations
3. Describe Sources of Internal and External Dissatisfaction
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Improvement is not enough• Radical change requires a new perspective
• From inside-out to outside-in, from process compliance to customer need
• Study Demand
• Understand the difference between Value and Failure Demand
• Design against Demand, plan for things that go predictably wrong
• Understand Purpose
• Create Measures that are relevant for the Purpose
• Use measures for learning, not for target setting or bonuses
• Have courage to change harmful System Conditions
• Experiment, experiment, experiment!