shu ha ri - idv · shu ha ri agile adoption kimberly davis spc4, csm, cspo, pmi-acp, sa, sp, cal1...
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AFMS ProprietaryCustomer-Focused. Operationally Excellent. Internal Use Only 1
Shu Ha RiAgile Adoption
Kimberly DavisSPC4, CSM, CSPO, PMI-ACP, SA, SP, CAL1Lead Agile Architect – ASRC Federal Mission SolutionsMoorestown, NJ
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
• Understand how Shu Ha Ri applies to Agile Adoption
• Where to get started
• Scalability and Practicality of Shu Ha Ri
• Being effective with Shu Ha Ri
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What are you a master of?
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AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Think About Your Journey to Mastery
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• What did you accomplish first?• How did your journey toward mastery start?
Like in sports, the
game is 10% physical
and 90% mental…
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
What is Shu Ha Ri?
• A way of thinking about how you learn a technique
• Stems from techniques in Japanese Theater and Martial Arts
• In Agile, Scrum particularly, it is a metaphor to teach mastery of this skill
• In Aikido
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Shu Ha Ri ….first learn ….then detach ….then transcend
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AFMS ProprietaryCustomer-Focused. Operationally Excellent. 7
Shu
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Shu – Follow the Rules
• Ideally the beginning stages of adoption
• Focus on mastering one method without understanding much of the theory
• Follow and learn the rules so they can be repeated
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“First learn stand, then learn fly. Nature rule Daniel son, not mine” - Mr. Miyagi
"Wax on, wax off. Wax on, wax off." -Mr. Miyagi
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During Shu – Learning Models
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Not aware of lacking skills
Level 1 –Unconscious
Incompetence
Aware of weaknesses
Application of skills is
automatic
Level 4 –Unconscious Competence
Aware skills can be applied
Level 3 –Conscious
Competence
Level 2 –Conscious
Incompetence
Reflect
Reflect
Reflect
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Ha
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Ha – Flex the Rules
• Once the basics are mastered, branch out – start a journey
• Learn the theory and principles from other masters
• Integrate learnings into practices
• Mentor where strengths are
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Ha - Learn the Principles
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• After Shu, move beyond the practices – learn and practice the theory• Use the theory and principles to adjust the practices mastered in Shu• All Agile Frameworks’ principles are derived or scaled from the same set of
principles
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Start a Journey – Inspect and Adapt
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Mastering Ha Enables you to “Be Agile”
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HaShu
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Ri
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Ri – Be the Rule
• Expert, perfecting from own experiences and practices
• Create own approaches
• Teach others – Coach and Mentor
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“Coaches are aware of how to ignite passion and motivate people. They have an energy that is contagious and know exactly how to get their team excited.”
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Mindset
Values
Principles
Practices
Shu Ha Ri Brings you to “Being Agile”
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Tools & Processes
Less VisibleMore Powerful“Being Agile”
More VisibleLess Powerful“Doing Agile”
Shu
Ha
Ri
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Agile Principles Morph through Shu Ha Ri
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1. Customer Focused2. Welcome Changes3. Deliver Regularly4. Engage Business
People5. Get the Right People6. Talk face-to-face7. Measure Output8. Maintain Pace9. Quality Focused10. Keep in Simple11. Self-organizing Team12. Team Retrospective
1. Satisfy Customer2. Embrace Changes3. Deliver Frequently4. Be a Hole Team5. Motivate People6. Talk mind-to-mind7. Measure Working
Software8. Maintain Pace
Indefinitely9. Excel at Quality10. Less is More11. Delegation Board12. Personal Retrospective
1. Delight Customer2. Seek Changes3. Deliver Continuously4. Live as a Hole Team5. Trust People6. Talk heart-to-heart7. Measure Value
Delivered8. Maintain Pace and
Rhythm9. Excel in Quality and Get
Things Done10. Simplicity is the
Ultimate Sophistication11. Decentralize Control12. Company Retrospective
Shu Ha Ri
Acceptance of Agile Culture
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START OFF ON THE RIGHT FOOT…
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AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Our Scaled Agile Transformation
• Scaling Agile across two enterprises
• Scaling Agile across 165 teams
• Approximately 2K people
• Work is in the DoD
• 40+ years of Waterfall
• CMMI Level 5
• Earned Value Management
• Ultimate customer is all over the place – in the ocean, on a ship somewhere
Sound Special??
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Where Special Got Us
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We’re doing Scrum but our Stakeholders are too busy to come to
our Sprint Reviews so we stopped having
them.
We’re doing Scrum but we can’t produce working software
every 2 weeks, so we have them “as
needed.”
We’re doing Scrum, but Retrospectives
are for complaining, so we stopped having them.
We’re doing Scrum, but since we do
Earned Value, we need to align hours with Story Points.
We’re doing Scrum but writing user stories and having sprint planning sessions is too much
overhead, so we just write one big user story and roll it over
from sprint to sprint.We’re doing Scrum, but nothing closes until the end of the release, so it’s like
we’re Water-Agile-Fall but mostly Waterfall.
We’re doing Scrum, but Backlog
Refinement is useless because Systems is
defining requirements for the next release
and it doesn’t pertain to Software right now.
We’re doing Kanban because we
can’t complete anything in the Scrum timebox.
We’re doing SAFe, but we have contract
incentives that make use start everything at
once, so we don’t manage flow.
We’re doing SAFe, but we don’t have the capital to acquire
equipment and tools to do Continuous
Deployment.
We’re doing SAFe, but we’re a matrix
organization which makes release planning
very challenging, so we’re going to plan on
our own.
We’re doing SAFe, but we can’t organize around
Value Streams because of how are customer
controls funding, so we organize around large
products and programs. The same with a layer of frustration
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Are we really that Special?
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Unique Products
and Services
Regulations
Technologies
Constraints
• All businesses are unique – otherwise we’d all be the same
• All businesses hold different standards, policies and procedures
• Some standards, policies and procedures are heavier than others due to the nature of the business (i.e. highly regulated industries like health care, government, etc.
• All businesses are faced with different constraints – budget, regulations, staff, customers, and so forth
• Some businesses are based off of legacy source code/models and others are new with modern technology
There’s always common ground – we’re all different and we all need to satisfy the customer and users frequently.
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Starting with Special Leads to Chaos
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Leverage Shu Ha Ri - Start with Shu instead of Special
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Effectively Using
Shu Ha Ri
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Adopting Agile with Organizational Shu Ha Ri
• Identify a tipping point or need for change and develop a vision to go along with it– A vision with purpose that creates alignment will gain buy-in from the
culture and buy-in is needed to start in Shu
– Leaders must lead by example and live by their vision to continue to cultivate culture
• Develop Agile Leaders (Ri) who will charter the LACE/CoE– They will know the best way to get the whole or parts of the organization
into Shu
– They will also look to scale Agile Leadership and find others that can get to Ri to continue to drive change and continuous improvement
– Decides how to train – Strictly Shu or a Combination of Shu and Ha – what’s the right balance
• Knowledge workers are programmed to want to know why
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Shu – Learning Culture
• A culture that embraces learning is always improving
• Initiated by those that have reached Ri
– Outside training
– In-house LACE (Lean Agile Center of Excellence)
• Scaled Frameworks
– SAFe - Each level of the organization learns to enable the next
– Less – Educate Everyone
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1. Educate everyone2. Define ‘product’3. Define ‘done’4. Have appropriately-structured teams5. Only the Product Owner gives work to the teams6. Keep project managers away from the teams
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Ha - Autonomy and Organizational Consistency
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Shu
Inspect &
Adapt
Inspect &
Adapt
Inspect &
Adapt
Inspect &
Adapt
Inspect &
Adapt
Inspect &
Adapt
Inspect &
Adapt
Team 1
Team 1
Team 1
Inspect &
Adapt
LACEHub
• LACE – Lean Agile Center of Excellence• LACE is made up of Agile Leaders who have reached Ri• LACE serves as the “Teachers” for those in Shu • Beyond Shu, teams are given autonomy to test and flex the
process using principles and practices• Experiences in Hub & Spoke model where proven practices
from the teams, float back to the hub for organizational practice
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Continuous Improvement Embedded
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AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Ri Brings Scalability
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John C. Maxwell’s Book, “The 21 Irrefutable Laws of Leadership” and the Law of Explosive Growth states:
“Leaders who attract followers grow by addition, but leaders who develop leaders grow by multiplication”
Shu
Ha
Ri
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Ri Solidifies Organizational Practices
• Those in Ri• Mentors and Coaches for other change agents
• Charter a LACE or Agile CoE (Center of Excellence)
• Foster CoPs (Communities of Practice) to practice new ideas
• Are a continuous source of energy for the organization
• Fosters a Continuous Improvement journey at all levels of the organization
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Shu Ha Ri is a Cyclical Journey
• Shu may be more than just development practices– Learning for building an Agile foundation for development practices to
stand on
• Standing up Lean Portfolio Management
• Learning how to better organize the business hierarchy
• General business agility
• Shu to learn how development can be most effective– How can the team’s continuously satisfy the customer?
• Continuous Delivery Pipelines in place? How will you get there?
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AFMS ProprietaryCustomer-Focused. Operationally Excellent.
• One team goes through Shu Ha Ri• 2 more teams go through Shu Ha Ri• 2 more teams go through Shu Ha Ri• The organization goes through Shu Ha Ri on implementing Lean Portfolio Management• The organization goes through Shu Ha Ri on adopting Release Planning• The organization goes through Shu Ha Ri on adopting a Continuous Delivery Pipeline
For example…
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Shu Ha Ri to Implement a Framework
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Summary
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Lay the Foundation for Shu Ha Ri
1. Understand your organization
2. Understand Shu – Ha – Ri
3. Build a driving purpose and a driving force
4. Leverage the driving force to effectively apply Shu Ha Ri
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AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Identify Inherited Waste with Shu
• During learning, teams may need a balance of both Shu and Ha– Sometimes, a purist approach is….
• Challenging
• Expensive
• Impossible
– Figuring out the challenges, costs and hurdles can lead to waste
– Instead, blend Shu and Ha to learn the practices and the principles so waste reducing decisions can be made
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“Experience by itself teaches nothing... Without theory, experience has no meaning. Without theory, one has no questions to ask.
Hence, without theory, there is no learning.”
– Edwards Deming
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Balance Shu and Ha to Avoid Waste
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Shu Ha
Waste Waste
Constraints Excuses
Principles will always help identify the best practices.
AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Agile Transformations are a Journey
• Agile Transformations are not a destination – you’ll always be on a journey– Organizations
– Leaders
– Coaches
– Teams
– Individuals
This means Shu Ha Ri will always come in cycles.
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AFMS ProprietaryCustomer-Focused. Operationally Excellent.
Questions
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Contact
Kimberly Davis
Lead Agile Architect for ASRC Federal Mission Solutions
856-291-2225
AgilePhilly Mentor
LinkedIn – Kimberly Davis
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