Thinking Toolsfor solving threeAgileadoption problems

MarkusGärtner@mgaertne @itagile

Introductions

Formpairs,ideallywithstrangers,andanswerthefollowingquestions:• Whatbigchallengesdoyoubringtothisworkshop?

• Whatdoyouhopetogetfromthisworkshop?Eachpersongoes1minute,thenswitch,3rounds

WHOLEPRODUCTFOCUS

Customer-centric

Customersdon’tbuyapartoftheproduct,butthewholeproduct

Customer-centric

ImportantGuidelines• Partsofsoftwarethatarenotintegratedintothewholeproducthavenovalueyet.

• Teamswhofinishedtheirpartarenotdoneuntilitisintegrated.

• Wheneverthereisachoicetooptimizeateamoutputorthewholeproduct,wealwayschosethewholeproduct.

Customer-centric

EliminateWaste1. Over-production2. Inventory3. Over-processing(includes

extraprocesses),relearning4. Hand-offs5. Task-switching,motion

betweentasks,interrupt-drivenmulti-tasking

6. WaitingandDelays7. Defects,testing/inspection

andcorrectionattheend8. Notusingpeople’sfull

potential:“workingtojobtitle”,nomulti-skill,nomulti-learning,nokaizen,…

9. Knowledgeand informationscatter or loss

Customer-centric

Inyourtablegroups,pickaproduct.

2 minutes

Customer-centric

Expandtheproductdefinition• Whatwouldtheendcustomersanswerifweaskthem,“Whatisourproduct?”

• Dowehavecomponentsthataresharedorfunctionalitythatisthesameacrossourcurrentproducts?

• Ourproductispartof?Whatproblemdoestheproductsolveforendcustomers?

10minutes

FEATURETEAMS

FeatureTeamsFeatureTeams ComponentTeams

Optimizedfordeliveringthemaximumcustomervalue

Optimizedfordeliveringthemaximumnumberof linesofcode

Focusonhigh-valuefeaturesandsystemproductivity (valuethroughput)

Focusonincreasedindividualproductivitybyimplementing‘easy’lower-valuefeatures

Responsible forcompletecustomer-centricfeature(s)

Responsibleforonlypartofacustomer-centricfeature(s)

‘modern’wayoforganizing teams–avoidsConway’sLaw

Traditionalwayoforganizingteams–followsConway’sLaw

Leadstocustomerfocus, visibility,andsmallerorganizations

Leadsto‘invented’workandaforever-growingorganization

Minimizeddependencies betweenteamstoincreaseflexibility

Dependenciesbetweenteamsleadtoadditionalplanning

Source: http://www.featureteams.org/

FeatureTeamsFeatureTeams ComponentTeams

Focusonmultiplespecializations Focusonsinglespecialization

Shareproductcodeownership Individual/teamcodeownership

Sharedteamresponsibilities Clearindividualresponsibilities

Supportsiterativedevelopment Resultsin‘waterfall’development

Exploitsflexibility: continuousandbroadlearning

Exploitsexistingexpertise:lowerleveloflearningnewskills

Requiresskilledengineeringpractices–effectsare broadlyvisible

Workswithsloppyengineeringpractices–effectsarelocalized

Providesamotivationtomakecodeeasytomaintainandtest

Contrarytobelief,oftenleadstolow-qualitycodeincomponent

Seeminglydifficulttoimplement Seeminglyeasytoimplement

Source: http://www.featureteams.org/

FeatureTeams

Restraintheproductdefinition• Whatistheproductvision?Whoarethecustomers?Whatistheproduct’scustomerdomain?

• Whatdevelopmentiswithinourcompany?Howmuchstructuralchangeispractical?

10minutes

FeatureTeamAdoptionMap

CONTRACTGAME

ContractGames

IdentifyContractGamesandSecretToolboxesinyourtablegroup.

Whatwouldbeafirststeptochangethedynamic?

10minutes

Debrief

Shareinyourtablegroupsyourcoretake-aways

7 minutes

Summary

• Customer-centricWholeProductFocus

• FeatureTeams

• ContractGames

RememberLarman’s Laws1. Organizationsareimplicitlyoptimizedtoavoidchangingthestatusquo

middle- andfirst-levelmanagerand“specialist”positions&powerstructures.

2. Asacorollaryto(1),anychangeinitiativewillbereducedtoredefiningoroverloadingthenewterminologytomeanbasicallythesameasstatusquo.

3. Asacorollaryto(1),anychangeinitiativewillbederidedas“purist”,“theoretical”,“revolutionary”,“religion”,and“needingpragmaticcustomizationforlocalconcerns”– whichdeflectsfromaddressingweaknessesandmanager/specialiststatusquo.

4. Culturefollowsstructure.

http://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior

References

http://less.works