written, illustrated and performed by8wriz40sy4t1ph08pf5vo1dp-wpengine.netdna-ssl.com/... ·...
TRANSCRIPT
![Page 1: written, illustrated and performed by8wriz40sy4t1ph08pf5vo1dp-wpengine.netdna-ssl.com/... · Through ultra-rapid experimentation @agilesensei ... -- 1st PopcornFlow Principle (aka](https://reader035.vdocuments.site/reader035/viewer/2022070711/5eca4af7b20e5b012e34c10b/html5/thumbnails/1.jpg)
written, illustrated and performed by
Claudio Perrone
agilesensei.com
Continuous evolution
Through ultra-rapid
experimentation
@agilesensei
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“-- Jack Welch, former CEO at GE
If the rate of change on the outside exceeds the rate of change on the inside… …the end is near.
“Houston, we have a problem”
@agilesensei
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Organization chartBlame flow
Rule makers
Controllers
Enforcers
VictimsOrganization chartGod
Losers
@agilesensei
Sadly, companies OFTEN go through many reorganizations, but don’t change very much
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ORGANIZATIONs CAN’t BE AGILE IF ONLY THE DEVELOPMENT TEAMS ARE DOING AGILE
SMs
Typical “Agile” Enterprise
@agilesensei
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... besides, agile is about rapid evolution, Not mindless conformance to “Scrum ceremonies”
@agilesensei
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new knowledge discoveries
legal or regulatory change
new technology developments
new trendsglobal competition
increasing business & consumer sophistication
@agilesensei
Meanwhile, Technology & society evolve faster than most companies’ ability to adapt
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How can organizations
Build fast learn faster
and thrive in the current marketplace?
@agilesensei
It makes me wonder…
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Improvement without change is impossible.
We want to improve but…
@agilesensei
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most of us think about change as big, slow and scary
@agilesensei
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But what if we could make it infinitely small…
… and learn to evolve Fast — almost as fast as a virus?
@agilesensei
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“-- 1st PopcornFlow Principle
(aka “the virus” principle)
If change is hard, make it continuous.
Here is a “mad” thought…
@agilesensei
10
11
12
Kent Beck
Spinal Tap
PopcornFlow
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trying to rewire the human brain is difficult, however.
@agilesensei
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A better option is to ACT ON THE system – i.e. the environment in which decisions are made.
…But how?
@agilesensei
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ARCHITECTING (FAST) CHANGE
with PopcornFlow
@agilesensei
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A while ago, I worked with a team who had not deployed software in months
@agilesensei
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With the motto “Hard on systems, soft on people”, We worked together and evolved using the kanban method
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The Kanban board captured our value stream…
… But that’s only the outcome of our thinking
@agilesensei
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“-- Claudio Perrone
It’s not what you do but rather what you learn by doing it that matters.
You see...
@agilesensei
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Problems & observations
Options Possible experiments
OngoingReviewNext
Committed
the real “secret” was our rapid stream of traceable change experiments…
@agilesensei
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the real “secret” was our rapid stream of traceable change experiments…
Problems & observations
Options Possible experiments
OngoingReviewNext
Committed
PopcornFlow Claudio Perrone PopcornFlow.com
http://popcornflow.com/resources
... A powerful learning stream that I call “popcorn Flow”
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So, we captured our learning journey on a parallel “PopcornFlow board”
@agilesensei
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It starts with Problems & Observations
The quality of our code sucks.
@agilesensei
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inertia is our enemy…
@agilesensei
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“ Everybody is entitled to their own opinion, but… A shared opinion is a fact.
… so, I’m happy to Make progress even with imperfect information. As a consequence…
-- 2nd PopcornFlow Principle (aka “the kaizen urgency” principle) The quality
of our code sucks.
@agilesensei
10
11
12
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The quality of our code sucks.
...I use shared observations to create/elicit options (“rule of three”).
Test-driven development
Code review Pair Programming
@agilesensei
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Test-driven development
Code review Pair Programming
Promising options lead to a backlog of possible experiments.
Action: Research
good books on
TDD
Action: Let’s pair program for 3 days
@agilesensei
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Action: Let’s pair program
Reason: Code quality sucks
Expectations: - Perception is that code is
better - We’ll like it & want to keep
doing it Duration: 3 days
Review Date: dd/mm/yy
experiments that we Commit to pursue have an action, reason, expectation and Review date.
@agilesensei
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Experiment: "Fix as you go": If found small bugs (less than 20mins), just branch and fix them. Do a pull request and mark the id on the card. Reason: too much bureaucracy for small bugs. Expectation: - developer happy to fix things as needed without lengthy triages. - steadily improving quality. - low bureaucracy, but still able to track it if things go wrong. - at least 3 bugs fixed like this by due date.
Experiment: Pair on JIT analysis Reason: We are moving towards JIT analysis to reduce sprint planning and moving to continuous flow. Expectation: - DoD created - Team agrees that analysis goes smoothly - No significant bottlenecks createdExperiment: Do an Analytics meet-up to show how analytics work in <new
kanban tool> Reason: <product owner> needs some form of predictability.
Expectation: - Po/Team are aware of what’s possible now with the current level of
analytics - We have better understanding of if, how, when we can improve
forecasting with minimum amount of estimation.
@agilesensei
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At Each retrospective, we ask exactly these questions:
Action: Let’s pair program
Reason: Code quality sucks
Expectations: - Perception is that
code is better
- We’ll like it & want to
keep doing it
Duration: 3 days Review Date: dd/mm/yy
@agilesensei
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Some people fear “failure”…
Gap = Frustration
Reality
Expectation
@agilesensei
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… But we only really “fail” when we limit our opportunities to learn
Gap = Frustration
Reality
Expectation
Learning
@agilesensei
Expectation
Anticipation
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Can you REALLY pretend that you’ll never Fall?
@agilesensei
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“-- 3rd Popcorn Flow Principle
(aka “the skateboarder” principle)
It’s not “fail fast, fail often”… It’s “learn fast, learn often”.
YOU SEE…
@agilesensei
10
11
12
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Right from the beginning, I knew this was different.
@agilesensei
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... Because the team COULD easily handle 5-10 change experiments each week...
@agilesensei
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... rapidly enabling it to DELIVER multiple times a day
@agilesensei
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…and then it spread. PopcornFlow boards started to appear in other parts of the organization.
@agilesensei
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Imagine a continuous flow of experiments to accelerate the rate of change in every corner of your organization...
... How far would you go?
@agilesensei
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Systems Theories • Understand & reduce complexity • Investigator/observer’s hat • Define an “ideal state”, then
close the gap (e.g. transition “programs”)
I believe we are on the verge of a new revolution
Next
Complexity Theories • Absorb complexity • Exploratory models • Assume subjectivity &
coevolution • Act in the present & “nudge”
in the right directionExperts
solve problems
“Everybody” solves
problems
Experts improve whole
systems
“Everybody”improves
wholesystems
Marvin Weisbord Learning Curve
1900s 1950s 1960s 2000s
“Management is everyone’s job”
“Everybody”assimilates
complex systems
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Today, popcorn flow is entering more organizations
@agilesensei
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It was designed to quickly introduce, sustain & accelerate change…
@agilesensei
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… But then, I wondered: what jobs are other people ‘hiring’ PopcornFlow for?
@agilesensei
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They “hire” a product or service to get the job done.
ProfClaytonChristensen
People encounter situations that drive the need to accomplish a job.
After all…
@agilesensei
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Some teams ‘hire’ PopcornFlow to continuously improve the way they work (either JIT or through weekly retrospectives)
@agilesensei
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Some Managers ‘hire’ it to reach wider consensus and take better decisions (visual-communication/mentoring platform)
@agilesenseiCourtesy of Eric-Jan Kaak (@claptonline)
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corporate boardrooms use it for strategic decision-making (real options and risk-hedging strategies)
@agilesensei
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others use it to reach product/market fit and outlearn the competition
Acquisition
Visit/Aware?
Retention
Come back?
Activation
Do something?
Referral
Tell others?
E.g. Problem: Improve activation
rate from 5% to
10%
Revenue
Pay?
Customer Product
@agilesensei
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PopcornFlow is touching lives even outside the business world…
@agilesensei
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e.g. Families,
@agilesensei
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... and Schools.
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PopcornFlow is even part of A proposal to foster innovation in the public sector
@agilesensei
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@agilesensei
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popcorn Flow is also getting traction at personal level
@agilesensei
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“Every single week, I’m 5 experiments older. Can I evolve even faster? Can you?
Continuous evolution Is a way of life.
-- Claudio Perrone
@agilesensei
10
11
12
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Many Projects and initiatives Are under active development...
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http://popcornflow.com/book
JOINTHEEARLYNOTIFICATION
LIST!
... Including an upcoming book.
@agilesensei
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Final Thoughts
@agilesensei
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“-- Claudio Perrone
It’s not what you do but rather what you learn by doing it that matters.
But then...
It’s not what you learn, but rather what you do with what you learnthat matters.
@agilesensei
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ClaudioPerrone
[email protected]@agilesensei
Jointhebooknotificationlist! http://popcornflow.com/book
Next is now
@agilesensei
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one more thing…
@agilesensei
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There are no “silver bullets”
ObviousKnown knownssense-categorize-respond
Best Practice
The Cynefin Framework by Dave Snowden. CC BY-SA 3.0
ComplicatedKnown unknowns
sense-analyze-respond
Good Practice
ComplexUnknown unknownsprobe-sense-respond
Emergent Practice
CahoticUnknowable unknownsact-sense-respond
Novel Practice