LeSS Scaling & Larman’s Laws of Organizational Behavior
The New Agile
We know that agile methodologies work at the team level, and there is now even an effort to scale into whole organizations.
There is a clear reason behind this: we found ways to improve performance, by analyzing situations better, and making better decision. Every organization wants to apply this in every level. Like in the late 90s, new ideas are coming out that challenge the way we think, and this time they don’t just answer development. Ideas like Beyond Budgeting, Lean Startup, Cynefin, Real Options, Feature Injection, SAFe, Design Thinking, #NoEstimates, Cost of Delay and others are spreading out, and while we know not all will last, you never know which might fit your situation.
In this session, I’ll give a summary of what’s hot around the agile world, with some criticism and application in the real world. 14 years after the original manifesto, organizations start to experiment again. I always wished I was there when the first conversations took place. I encourage you to join in on current conversations. Let’s start.
A Balanced Metrics Set for Software Business
Choosing a balanced metrics set to measure capability of a software development business is untrivial, as many definitions of a ‘good’ metric are contradictory.
In this presentation I quickly look at metrics in general and the typical failings in the way they are implemented at organizations. Then I explore different interpretations for «useful» in «useful metrics».
Last I present the multi-level metrics approach selected at a Finnish global software product company in 2012 to gain awareness of software development performance and its business impact.
Sustainable Improvement through Agile Retrospectives
Buy-in from professionals is crucial to make changes succeed in organizations. Many improvement programs fail when professionals are insufficiently involved during the changes. Agile retrospectives can be used to do continuous and lasting improvements in organizations. They are owned and done by the teams, who decide when, where, and how they will change their way of working. This is why agile retrospectives are a sustainable approach for improvement.
We need to uncover better ways to do improvements in organizations. Use an iterative approach for change with short-cycled improvements and frequent feedback to learn how to improve and get better in doing it. Agile retrospectives are a better way to do continuous improvement. Teams decide when, where, and how they will change their way of working, in stead of having the changes dictated by managers or quality/process people. Retrospectives give power to the teams and help them to become self-organized.
My first book Getting Value out of Agile Retrospectives – A Toolbox of Retrospective Exercises contains many exercises that you can use to do retrospectives, supported with the “what” and “why” of retrospectives, the business value and benefits that they can bring you, and advice for introducing and improving retrospectives.
Growing Your Discovery Mindset
The Agile practices offer us an empirical approach, rather than an predictive one, to develop a product. This, in turn, asks that we learn how to face uncertainty and leverage it, in a learning process that asks for the courage to make mistakes — wisely. Attend this session to learn about Discovery, Execution and Optimization of a business model, about where and how Agile and Lean fit in there, and about the kind of mindset that will let you get the most out of them.
Agility is the TOOL, not the Master
Tom Gilb’s Ten Key Agile Principles to deliver stakeholder value, avoid bureaucracy and give creative freedom
1. Focus on real stakeholder values
2. Communicate stakeholder values quantitatively
3. Estimate expected results and costs for weekly steps
4. Generate results, weekly, for stakeholders, in their environment
5. Measure all critical aspects of the improved results cycle.
6. Analyse deviation from your initial estimates
7. Change plans to reflect weekly learning
8.. Immediately implement valued stakeholder needs, next week
Don’t wait, don’t study (analysis paralysis), don’t make excuses.
Just Do It!
9. Tell stakeholders exactly what you will deliver next week
10. Use any design, strategy, method, process that works quantitatively well — to get your results
Be a systems engineer, not a just programmer (a ‘Softcrafter’). Do not be limited by your craft background, in serving your paymasters
Change it or leave it
One of the biggest obstacles to successful products, teams and relationships is a lack of Will to Change.
Being a consultant in software development I always faced the reality of existing businesses, personalities with their own special way seeing the world — whether they are on a customer side or joining my team. I’m not saying that way is bad but what happens when you know a better way.
We had to almost kill old business model and rebuild it from scratch in order to find a better way. Letting people go, firing customers is hard but might not always be a bad idea. It is not just about big changes — it is about continuous changes
- who sets rules: business/customer you deal with or you?
- “it works — don’t touch it” — really?
- contract obligations — stairs to hell or a driver to change
- persuading, motivating and just saying NO
I won’t give you exact answers but we faced those questions with team and made our so far successful way through
Do you know what train wreck from 1841 has to do with your organization’s structure? Or according to Frederick Taylor, what is the duty of management? Or why didn’t Henry Ford create teams on the Model T production line? If not, then maybe it’s time to have a short history lesson on management and see how ideas from the 19th and 20th centuries have infiltrated our organizations.
In IT, we significantly change technologies every decade. At the same time, we’re still employing management practices that are hundreds of years old. It’s about time to abandon this legacy. However, this is easier said than done. Old hardware and software can be easily thrown away, but “fleshware” cannot be replaced so quickly. It takes time to learn new habits, and old rules are hard to forget. Therefore don’t expect a simple cure-all solution. Fortunately, with three leadership principles, a lot of real-life examples and a bit of fun in this presentation, I will help you to understand the concept of servant leadership, and how you can support your team so they deliver what your customers really need.
War stories and conclusions about Scaled Agile Framework
Learn how to build robust organizational structure for Agile at scale
Are you going to implement Agile/Lean methodologies in your organization, but you don’t have a clue where to start? Does it make sense to begin with Agile training? Or, it would be better to start with implementation of application lifecycle management tools (ALM), or, it would be enough just to hire right people with agile expertise?
Based on our experience, with more than 100 clients, we clearly see that in most of the cases real agile transformation is kicking off from organizational structure change. This is exactly what we would like to share with you.
We will talk about typical issues in organization structure that we have seen when helping our clients to transform. We will also outline what potential problems might cause those issues. Furthermore, we will share successful patterns of building robust organizational structures for different types of the companies: starting from small and scaling it up to enterprise (100+ employees).
As an outcome, participants will get an overview on how to build robust organizational structure as a foundation for successful Agile/Lean implementation.
Using simulational modelling for accelerating large lean transformation
Large lean transormation is hard. Can we use simulation models to make it easier?
Principles of lean transformation are the same, either it is a small organization or a large enterprise: pull over push, focusing on value, people empowerment, etc. Still the larger the harder. There are some obvious reasons such as a higher cost of a mistake, a lot of efforts for making changes, corporate policies issues.
There’s also another important problem: everything depends on everything! There are a lot of dependencies, and even changing organization bit by bit, focusing on one department still affects all others. Will the change finally produce what it is supposed to?
As change agents we defintely want to forecast what our improvements would lead to. Most of the time we use simple mental models. Can we make one step futher and come up with a digital one?
In this topic we will discuss a case of using simulational modelling for organization transformation, talk about their limits of applicability, validation methods etc.
Refactoring Legacy Code
Every programmer has to face legacy code day after day. It might be ugly, it might look scary, it can make a grown man cry. Some will throw it away and try rewriting everything from scratch. Most of them will fail.
Refactoring legacy code is a much better idea. It is not so scary when you take it in very small bites, introduce small changes, add unit tests. When code is refactored and unit tests are added, changes to functinality can be introduced.
We will take an open source c# project and will refactor it showing step-by-step examples of the techniques.
This session is full of tips and tricks you can start applying immediately. Although the code is in C#, the same principles can be applied in any language
Глубинные исследования — Как найти реальную боль клиента и предложить конкуретноспособное решение
Все много всего слышали про Customer Development и Lean StartUp. Все знают о том, что любая продуктовая идея гипотеза. Но что, если гипотез нет, рынок конкурентный или знания рынка недостаточны, чтобы выйти с новым продуктом. Как найти новую нишу?
Для этого нужно достичь нужной эмпатии с рынком-клиентами-людьми.
На этом воркшопе, мы с вами попробуем добиться максимальной эмпатии: разобрать и увидеть специфичные проблемы на рынке, поймем на чем и как стоит сфокусироваться начиная делать новый продукт или улучшая существующий.
Let’s get started on this together!
Come to this workshop to experience the process and learn from that experience to apply it for your own projects.
Мастер-класс: планируем agile трансформацию — только для экспертов
Независимо от масштабов применения — будь то освоение scrum на уровне команды, реорганизация продуктовой компании или внедрение гибкости в корпоративных масштабах — грамотное управление изменениями является залогом устойчивой адаптации таких изменений. Любой, кто хочет попробовать внедрить новую практику или метод в своей компании или команде вынужден действовать на свое усмотрение, если у него еще нет успешного опыта.
Предлагаем вашему вниманию возможность попрактиковать основные инструменты дизайна изменений. Данный практический семинар составлен таким образом, что участники пройдут по реальному кейсу и им будет поставлена задача проанализировать ситуацию, понять ожидания от изменений и запланировать гибкую программу по реализации требуемых изменений.
Семинар будет сопровождаться демонстрацией промежуточных результатов, комментариями консультантов и примерами из реальных проектов по внедрению lean и agile.
— Ознакомятся с основными инструментами управления изменениями
— Проработают инструменты над реальным кейсом в команде под руководством наших старших консультантов
— Узнают о наиболее частых проблемах, связанных с внедрением изменений и познакомятся со способами их устранения или смягчения
— Приобретут уверенность в своей способности возглавить изменения в своей организации или команде.
Данный семинар рассчитан на максимум 30 участников. Если вы не смогли попасть в эту группу или пришли после начала семинара, мы все же предлагаем вам присоединиться в качестве наблюдателей.
Все присутствующие получат от нас материалы семинара в электронном виде!