Agile Beyond Software - Geelong lean pizza

AGILE BEYOND SOFTWAREH O W T O A C H I E V E O R G A N I S AT I O N A L A G I L I T Y

www.theagilecontactcentre.com.au

G E E LO N G L E A N P I Z Z A

ABOUT ME

EDUARDO NOFUENTES

Lean and Agile Coach | Founder @ The Agile Contact Centre| Founding Partner @ The Agile Eleven

SOME OF THE TEAMS WE WORK WITH…

AGILE BEYOND SOFTWARE – A VISUAL REPRESENTATION

Visual Representation by Christiane Anderson of Eduardo Nofuentes session – 1st Conf 2016

AGILE TODAY

OUR APPROACHH O W D O W E W O R K W I T H N O N S O F T WA R E D E V E LO P M E N T

T E A M S ?

“The ability to move quickly and easily”

WHAT IS AGILE?

“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

THE AGILE MANIFESTO (2001)

That is, while there is value in the items on the right, we value the items on the left more.”

Individual and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

working

Outcomes

AGILE IS A MINDSET

• Respect for the worth of every person

• Truth in every communication

• Transparency of all data, actions, and decisions

• Trust that each person will support the team

• Commitment to the team and to the team’s goals

KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET

Agile Principles and Values by Jeff Sutherland

AGILE IS A MINDSET

• Respect for the worth of every person

• Truth in every communication

• Transparency of all data, actions, and decisions

• Trust that each person will support the team

• Commitment to the team and to the team’s goals - Collaboration

KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET

Agile Principles and Values by Jeff Sutherland

THE PRINCIPLES BEHIND AGILEPRINCIPLES

• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the project.• Build projects around motivated individuals. • The most efficient and effective method of communication is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective,

then tunes and adjusts its behavior accordingly.

THE PRINCIPLES BEHIND AGILEPRINCIPLES

• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the project.• Build projects around motivated individuals. • The most efficient and effective method of communication is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective,

then tunes and adjusts its behavior accordingly.

WHAT IS AGILE?

From the article “What is Agile “by Steve Denning – Image from Ahmed Sidky

THE GOOD NEWS…

If you are already applying these mindsets and principles to your team or organisation, you are already

doing Agile…

…even if you don’t stick cards on the walls or stand up every morning for 15 minutes.

www.theagilecontactcentre.com.auwww.theagilecontactcentre.com.au

THE THREE WAVES OF AGILE

The three Waves of Agile by Charlie Rudd – Solutions IQ

True Customer Focus LEAN Culture Brave Leadership

THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY

We must shift the focus of companies back to the

customer and away from shareholder value.

Companies should place customers at the center of

the firm and focus on delighting them, while

earning an acceptable return for shareholders.

“the only valid purpose of a firm is to create a customer ” Peter Drucker

TRUE CUSTOMER FOCUS: THE SHAREHOLDER VALUE TRAP

Use a Systems Thinking or a Design Thinking approach to

the way you structure your teams

and organisations starting with the

customer first

“To manage an organisation as a system means understanding how work flows from and to the organisation’s customers.” John Seddon

TRUE CUSTOMER FOCUS: DEPARTMENTAL SILOS

Build a culture in your organisation or

team where the focus of everyone is

on: eliminating waste, adding value

for the customer and improving the flow

of work.

“Value is always defined by the customer”…”Any activity that is unproductive or does not add to the value of product is waste” The Toyota System

LEAN CULTURE: WASTE, FLOW AND VALUE

Build a culture where SIMPLICITY is well regarded

and seen as a key competitive advantage. Not only on the way products or services are designed, but

also the way internal processes, meetings, and

collaboration tools are designed and run.

“Everything should be made as simple as possible. But not simpler” Albert Einstein

LEAN CULTURE: SIMPLICITY

True agility means that teams are constantly

working to evolve their processes to deal with

their particular obstacles they are facing at any

given time.

“Continuous Improvement is better than delayed perfection” Mark Twain

ADOPT A CULTURE OF CONTINUOUS IMPROVEMENT

Design and run

experiment (do)

Study results (check)

Evolve model and

implement changes (act)

Create hypothesis

(plan)

The Deming cycle

True Customer Focus LEAN Approach Brave Leadership

The role of leaders is crucial to drive an agile transformation of a team or organisation; but it requires the courage to unlearn Command and Control management practices and learn a new way of leading teams based on a Servant Leadership style.

“It is amazing what you can accomplish if you do not care who gets the credit”Henry Truman

AGILE LEADERSHIP

Agile leaders have a clear vision of where they want to go and are comfortable having a vague plan on how to get there.

Agile leaders use their strong communication skils – storytelling and listening – to inspire, motivate and share the vision with others.

Agile leaders are willing to take risks and imperfect actions, unafraid to admit what they do not know.

AGILE LEADERSHIP: SETTING THE VISION

The primary function of an agile leader is to nurture culture through values and develop other leaders.

An agile leader cultivates a culture of trust, respect, honesty and transparency and believes everyone is already doing their best.

An agile leader fosters a safe environment where people are willing to do the unexpected and challenge the norm.

AGILE LEADERSHIP: BUILDING THE CULTURE

An agile leader adopts and institutes leadership aimed at helping people to do a better job.

An agile leader has the ability to drive, inspire and embrace change and continuous improvement.

An agile leader uses lateral thinking and has the ability to find innovative ideas and solutions to problems.

AGILE LEADERSHIP: IMPROVING THE SYSTEM

SOME OF THE PRACTICES AND TOOLS WE USE

EXAMPLES OF AGILE PRACTICES

1. PURPOSE LED TEAMS

2. DAILY STAND UPS

3. KANBAN WALL

4. VISUALISATION OF WORK

4.1 VISUALISATION OF WORK: OBEYA ROOM

4. 2 VISUALISATION OF WORK: BAU TEAM

4.3 VISUALISATION OF WORK: ROSTERING SYSTEM

4.4 VISUALISATION OF WORK: SALES PIPELINE

4.4 VISUALISATION OF WORK: INITIATIVES RADAR

4.5 VISUALISATION OF WORK: SALES PIPELINE RADAR

4.6 VISUALISATION OF WORK: RECRUITMENT WALL

5. PRIORITASION SESSION

6. VALUE STREAM MAPPING

EXAMPLES OF AGILE PRACTICES7. RETROSPECTIVES

EXAMPLES OF AGILE PRACTICES8. A3 COACHING

EXAMPLES OF AGILE PRACTICES9. IMPROVEMENT KATA

The Lean Enterprise – Humble, Molesky & O’Reilly

EXAMPLES OF AGILE PRACTICES10. BUSINESS MODEL CANVAS

WANT TO CONVINCE YOUR BOSS TO START “DOING”

AGILE?

SHOW THEM THIS SLIDE…

THE THREE HORIZONS

THANK YOU

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