Edgy Lean, Agile, Systems Thinking Things That You May Not Have Heard Of

Jason Yip@jchyip

j.c.yip@computer.orghttp://jchyip.blogspot.com

Business Model Canvas?

http://www.businessmodelalchemist.com/2012/01/the-customer-value-canvas-v-0-8.html

http://www.agileproductdesign.com/blog/the_new_backlog.html

http://www.infoq.com/presentations/lean-product-discovery

“the minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.”

http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html

http://www.justin.tv/startuplessonslearned/b/286514557

Concierge MVP

Magic Test

http://mixergy.com/eric-ries-lean-startup-interview/

“…simply to put up a web page that says ‘Do you have this problem? I’m going to solve it for you.’ And not really specify, be a little vague on how you’re going to solve it. You’re basically saying ‘I’m going to solve it by magic’. And then see if people sign up and with those people that sign up then you want to engage in dialog with them. We always say ‘If you can’t sell magic, you definitely can’t sell your product’…”

Kanban board

http://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_mskarin.pdf

Detective’s Blackboard

http://www.infoq.com/interviews/belshee-shore-mmf

“This is the team’s external brain.”

http://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/

Retrospectives

• What did we do well, that if we don’t discuss we might forget?

• What did we learn?• What should we do differently next time?• What still puzzles us?

http://retrospectives.com/pages/RetrospectiveKeyQuestions.html

http://www.softwarestrategy.co.uk/dlgsheets/

Solution-Focused Goal-Driven Retrospectives

1. "Imagine that a miracle occurred and all our problems have been solved. How could you tell? What would be different?”

2. "If 10 is the ideal and 0 is where nothing is working, where are we now?”

3. "What are we already doing that works? That is, why are we [for example] 5 rather than 0?”

4. "Using the resources we have, what can we do to move one step closer to 10?"http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html

Idealised Design

• The system was destroyed last night• No science fiction, technology available now• How things should be, not how things could

be

http://www.organizationaldynamics.upenn.edu/node/2008

Continuous Integration

http://martinfowler.com/articles/continuousIntegration.html

http://www.cuberick.com/2008/10/continuous-integration.html

Continuous Testing

http://topfunky.com/clients/blog/autotest-tm.movhttp://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained

“What is continuous testing? It’s turning the knob on Test Driven Development up to 11, by automatically running the tests on every save.”

Guantanamo

“Do you have problems maintaining high test coverage? All code is guilty until tested innocent. Send the untested code to Guantanamo!”

http://docs.codehaus.org/display/ASH/Guantanamo

Graffle

http://graffle.rubyforge.org/

Chaos Monkey

“One of the first systems our engineers built in AWS is called the Chaos Monkey. The Chaos Monkey’s job is to randomly kill instances and services within our architecture. If we aren’t constantly testing our ability to succeed despite failure, then it isn’t likely to work when it matters most – in the event of an unexpected outage.”

http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html

Game Day

“Gameday is an exercise designed to increase resilience through large-scale fault injection across critical systems where resilience is seen as the ability of a system to adapt to changes, failures, & disturbances. By “system”, he means: people, culture, processes, applications & services, infrastructure, software and hardware.”

http://server.dzone.com/videos/creating-resiliency-through

Lean Startup

http://theleanstartup.com/

Lean Startup for Change

1. Identify an organisational problem2. Propose a hypothesis for change3. Identify assumptions in hypothesis4. Design Minimal Viable Changes to test

assumptions5. When “value hypothesis” has been refined,

switch to validate the “growth hypothesis”

http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/

MINDSET?

http://martinfowler.com/bliki/EarlyPain.html

No Problem is a Problem

Authority vs Responsibility

Lewin Leadership Styles

• Authoritarian / Autocratic: “Do what I say!” (less creative)

• Delegative / Laissez Faire: “Good luck!” (least productive)

• Participative / Democratic: “Why did you decide that? Have you considered this?” (most effective)

http://psychology.about.com/od/leadership/a/leadstyles.htm