the power of why
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 20102
!The power of Why!
By Geir Amsjø, Agile42
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
The 5 whys
Ask “why?” over and over again like a curious little child - and you will understand things better
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
The 5 whys
Use it to find root causes of problems
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
What is a Mindset?
I never tried that before .. so I am sure I am good at it
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Two kinds of Mindset
Fixed Growing
“I am great in maths, but suck in sports” “I have a talent for skiing, but lack completely ball feeling”
“If I exercise more I will probably get better in sports” “I need to work on my ball feeling”
“This is the way we do it around here”
“What changes do we need to adapt and to get better”
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Defined Process Control
Institutionalizing a fixed mindset Institutionalizing a Growing mindset
Empirical Process Control
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Process Control vs Complexity
The Cynefin Framework
From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business
Review, NOV 2007.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Process Control vs Complexity
The Cynefin Framework
Defined Process Control
Empirical Process Control
From “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business
Review, NOV 2007.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
The Golden Circles
What
How
Why
Simon Sinek Startwithwhy.com
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
The Whys
of Agile
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Ahmed Sidky, Executive Vice President, Santeon
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Focus
Trust Commitment
Courage
Transparency
Collaboration
Discipline Openness
Simplicity
VALUES
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Focus
Trust Commitment
Courage
Trans- parency
Collaboration
Disci- pline
Openness Simplicity
AGILE VALUES
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Collective ownership
Cross- functional teams Self- organization
Frequent deliveries Continuous Process Improvement
Customer Value
Quality focus
Limit Work in Progress
Empirical process control
Sustainable pace Craftsmanship
PRINCIPLES
Pull
Focus
Trust Commitment
Courage
Trans- parency
Collaboration
Disci- pline
Openness Simplicity
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
AGILE VALUES AND PRINCIPLES
Collective ownership
Cross-
functional teams Self-
organization
Frequent deliveries
Customer Value
Quality focus
Craftsman- ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Focus
Trust Commitment
Courage
Trans- parency
Collaboration
Disci- pline
Openness Simplicity
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
Continuous Integration
Usability Testing
Burndown Chart Product Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro- spectives
Kanban
Story Mapping Kano Analysis
Information Radiators
Task Board
Effect Mapping
PRACTICES
MVP MMF Innovation Accounting
Collective ownership
Cross-
functional teams Self-
organization
Frequent deliveries
Customer Value
Quality focus
Craftsman- ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Focus
Trust Commitment
Courage
Trans- parency
Collaboration
Disci- pline
Openness Simplicity
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
AGILE VALUES, PRINCIPLES AND PRACTICES
“Be Agile”
“Do Agile”
User Stories
Planning Poker
Pair Programming
TDD
Spec. by Example
DDD
BDD
Continuous Integration
Usability Testing
Burndown Chart Product Backlog Grooming
ATDD
Product Canvas
Value Stream Mapping
“5 Whys”
Sprint
Sprint planning
Sprint review
Daily stand-up
Retro- spectives
Kanban
Story Mapping Kano
Analysis
Information Radiators
Task Board
Effect Mapping
MVP MMF Innovation
Accounting
Collective ownership
Cross-
functional teams Self-
organization
Frequent deliveries
Customer Value
Quality focus
Craftsman- ship
Limited Work in Progress
Empirical process control
Sustainable pace
Continuous Process
Improvement
Pull
Focus
Trust Commitment
Courage
Trans- parency
Collaboration
Disci- pline
Openness Simplicity
www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”
• Shape defines strategic relationships • Leads to independent actions • Weak control mechanisms • Lacks holistic perspective
• Broadens scope for multiple strategic relationships
• Generates teamwork and shared outcome ownership
• Allows for outcome-driven control of effort (just enough effort)
• Holistic perspective allows for responsive action
vs.
Agile Strategy Mapping guides effective action
www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”
Agile Strategy Map - Main Objective
Perform Birkebeinertrippelen
2014
Strategic Objective(s) Description of a desired outcome with key differentiators
Goal or Objective
www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”
Agile Strategy Map - Possible Success Factors
Perform Birkebeinertrippelen 2014
Improve classical ski technique
Sustainable basic training
Good enough equipment
No injuries
Possible Success Factors - Skills or Capabilities - Relationships or Interactions - Constraints or Targets
Sufficient specific training
www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”
Agile Strategy Map - Possible Success Factors
Perform Birkebeinertrippelen 2014 Improve classical
technique ski
Sustainable basic training
No injuries
Good enough equipment
Sufficient specific training
Necessary Conditions Minimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until actionable backlog items are identified.
Strength exersice Do not overdo it!
Get hart rate watch Understand stretching
Allocate enough time
CLarify with family
Get classical course
Access to snow
Plan mountain trips
Use rollerski in sommer
Get ski preparation gear
Get better bike Do spinning in wither
SATS Membership
www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”
Agile Strategy Map - Possible Success Factors
Perform Birkebeinertrippelen 2014 Improve classical
technique ski
Sustainable basic training
No injuries
Good enough equipment
Sufficient specific training
Necessary Conditions Minimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until actionable backlog items are identified.
Strength exersice Do not overdo it!
Get hart rate watch Understand stretching
Allocate enough time
CLarify with family
Get classical course
Access to snow
Plan mountain trips
Use rollerski in sommer
Get ski preparation gear
Get better bike Do spinning in wither
SATS Membership
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Thank You !
www.agile42.com | All rights reserved. Copyright © 2007 - 2012. agile42 | The Agile Coaching Company—“Coaching Good Teams to Great”
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