A journey with Agile Agile lessons from Silicon Valley!

Wednesday!1st!July!2015!@AucklandAgile!

info@agileprofessionals.net!

About Ian

Ian Maple is an experienced global technology leader having led and worked with software development teams and organizations in 18 countries around the world and seven US states. He is also rumoured to have written some software himself back in the day. Ian is currently the Agile Transformation Leader for Intuit Inc., a California based business and financial solutions company with 8000 employees in offices in the United States, Canada, India, the United Kingdom, Singapore, Australia, Brazil and Israel. He is responsible for building and driving the enterprise ’Intuit Agile' program which delivers a consistent yet highly flexible Agile approach to hundreds of teams across Intuit as they advance to the next level of Agility. Ian is a Kiwi and has lived at various times in Christchurch, Wellington, the West Coast of the South Island and later from Kaukapakapa and various suburbs of Auckland. He moved to the US with his family in 2001 and is currently a resident of the San Francisco Bay Area in California.

Hands&Up!

• Roles!• Org!size!• Agile!comfort!level!

The&story&of&an&Agile&journey… !

From!Auckland!!!!!!!!!!!!!!!!!!!!to!!!!!!!!!!!!!Silicon!Valley!

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!!from!doing!Agile!!!!!!!!!!!!!!!to!!!!!!!!!!!!!!!being!Agile!!

!!!!from!Agile*Teams!!!!!!!!!!!to!!!!!!!!!!!!!!!!!Organiza2onal*Agility*!

So!let’s!begin…!In!Tokyo!

Chapter&1&–&Kiwi&in&a&strange&land

1.  You…'go'to'Tokyo'

2.  Sit'down'with'the'customer…'every'day'

3.  Give'them'what'they'want'

4.  Come'home'

And it worked! So what did I learn here…

What'I'learned'in'Tokyo'•  Ask'the'customer'what'is'valuable?''Yes!'

•  Give'them'working'software'frequently?''Absolutely!'

•  Talk'to'them'all'the'time?''Yup!'

•  Change'the'plan'based'on'feedback?''Definitely!'

•  But'my'favorite'lesson'from'Tokyo…'

You can do your best work when the boss is 9000 km away!

And so…

This guy…

By this guy

Is 100% empowered.

You'can'get'amazing'results'from'genuinely(self'managed,'motivated'and'empowered'teams'

Lesson'#1'

Tip#1'–'Try'Intent'Based'Leadership'

1.  What'should'I'do?'

2.  I'think…'

3.  I'recommend…'

4.  I'request'permission'to…'

5.  I'intend'to…'

6.  I'have'done…'

7.  I'have'been'doing…'

Is'it'safe?' Is'it'the'right'thing'

to'do?'

Two questions that empowered teams can answer

1.  What'should'we'do?'

2.  We'think…'

3.  We'recommend…'

4.  We'request'permission'to…'

5.  We'intend'to…'

6.  We'have'done…'

7.  We'have'been'doing…'

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Off'to'Silicon'Valley…Milpitas'to'be'exact.''''''''

Chapter'2'Y'Why'does'Milpitas'suck?'

1.   We'should…'

2.  Sit'down'with'the'customer…'every'day'

3.  Give'them'what'they'want'

4.  Go'home'

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Except,'now'it'has'a'name…'

Along'comes'‘Agile’'

Time'for'some'education'and'alignment'

this'is'no'fairy'tale…'

SCRUM

Agile'Transformation'is'not'Agile'adoption…'It’s'hard,'it'takes'time'and'organizational'commitment.''

Lesson#2'

The'cultural'rubber'band'

Straining'the'culture'

Openly'discuss'and'set'expectations'for'the'‘other'stuff’'Tip#2'

Expectation'Mapping'

Product(Owner( Scrum(Master( Developer( QE( Operations(Technical(Owner( Eng(Director( Team(B( …(Engineering( HR( Product( Operations( Legal( Finance( CEO( CTO( …(

Product(Owner(

Scrum(Master(

Developer(

QE(

Operations(

Technical(Owner(

Eng(Director(

Team(B(

…(

Engineering(

HR(

Product(

Operations(

Legal(

Finance(

CEO(

CTO(

…(

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Let’s'take'BART'to'downtown'SF…''''''''

Agile'at'a'whole'other'level'

Agile(Immersion(from(Day(1(

Success(Metric(Driven(

Project(Centric(Organization(

Agile(Portfolio(Management(

Agile(Savvy(Leadership(

Cross(Functional(Empowered(Teams(

Virtual(Local(Teams(

Go(to(production(every(sprint(

Comprehensive(CI(Pipeline(

Commitment(to(Agile(Staffing(

A/B(testing(with(dormancy(

Reflect(and(

Improve(

Go'Faster…'Do'more…'Be'Happier!'

ATDD BDD

Embrace'technical'excellence'if'you'want'to'fly'Lesson'#3'

Tip'#3'–'Information'Radiate'•  Have'a'Technical'Excellence'focus'area'

•  Pick'a'few'key'metrics'

•  Make'them'information'radiators'

•  Talk'about'them'often'

•  Take'Action'

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A'short'walk'up'Market'St…''''''''

Chapter'4'Y'A'Pivotal'Moment'

Agile'is'a'Team'Sport!'Lesson'#4'

Blur'the'lines'with'Agile'Flight'Crews'Tip'#4'

The'Agile'Flight'Crew'1.  Flight'planning'' '='Story'Creation''

2.  PreYflight ' '='Story'Huddle'

3.  Takeoff ' ' '='Move'to'in'Progress'

4.  EnYRoute' ' '='Do'the'work'

5.  Landing ' ' '='Move'to'Done'

6.  Post'Flight ' '='Retrospective'

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A!short!drive!down!US101…!!!!!!!!

Chapter'5'Y'World'Class'Agility'from'Mountain'View'

Content'

Preferred'Partners'

External'Agile'Community''

Intuit'Communities'

Managing'Consulting' Coaching'Training'Recruiting'

“Deliver world class agility through enterprise-wide adoption of

Agile principles

• Our'highest'priority'is'to'satisfy'the'customer'through'early'and'continuous'delivery'of'valuable(software.'1'• Welcome(changing(requirements,'even'late'in'development.'Agile'processes'harness'change'for'the'customer's'competitive'advantage.'2'• Deliver'working'software'frequently,'with'a'preference'to'the'shorter(timescale.'3'• Business'people'and'developers'must'work((together(daily'throughout'the'project.'4'• Build'projects'around'motivated(individuals.((Give'them'the'environment'and'support'they'need,'and'trust'them'to'get'the'job'done.'5'• The'most'efficient'and'effective'method'of''conveying'information'to'and'within'a'development'team'is'faceTtoTface(conversation.'6'

• Working(software'is'the'primary'measure'of'progress.'7'• Agile'processes'promote'sustainable(development.'The'sponsors,'developers,'and'users'should'be'able'to'maintain'a'constant'pace'indefinitely.'8'

• Continuous'attention'to'technical(excellence'and'good'design'enhances'agility.'9'

• SimplicityTYthe'art'of'maximizing'the'amount'of'work'not'doneYYis'essential.'10'

• The'best'architectures,'requirements,'and'designs'emerge'from'selfTorganizing(teams.'11'

• At(regular(intervals,(the(team(reflects'on'how'to'become'more'effective,'then'tunes'and'adjusts'its'behavior'accordingly.'12'

12(Agile(Principles(

Time'to'Market' Customer'Satisfaction'

Employee'Satisfaction' Quality' Predictability'

Agile Outcomes

1* 2* 3* 4* 5* 6* 7* 8* 9* 10* 11* 12*Agile Principles

Create an environment where the world’s top talent can do the best work of their lives

Delight customers more than rivals in ways that matter most

Inspire confidence in our long term growth, leading to a higher stock price

Employee Customer Shareholder

True North Goals

Delight partners who add value to the ecosystem

Partners

Measure'Agile'maturity'but'focus'on'the'outcomes'Lesson'#5'

0 10 20 30 40 50 60 70 80 90 100

“Doing Agile” “Naturally Agile” “Being Agile”

World'Class'

Use'an'Agile'Maturity'Assessment'Tip#5'

Measuring'Agile'Maturity'

Outcomes(

Improving'Agile'Outcomes'

Time'to'Market'

Customer'Satisfaction'

Quality'

Predictability'

Employee'Satisfaction'

Trailing(Metrics(

Customer'satisfaction'Survey'Revenue'per'customer'

Slice'/'Project'cycle'time'Value'delivery'cadence'

Projects'on'time''Projects'on'budget'

Production'Defects'

Morale'Tracking'Employee'Survey'

Leading(Metrics(

Stories'with'epics'Epics'with'slices'Business'value'estimates'

Time'between'release'trains'Release'train'travel'time'Story/'Epic'cycle'time'CI'metrics'

Velocity'stability'Cycle'Time'stability''

%'of'stories'with'increased'test'coverage'%'of'stories'with'tech'debt'reduction'TDD/ATDD/BDD'rates'

Daily'team'morale'Retrospective'action'items'Stories'written'with'team'Estimates'by'team''

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Welcome!back!to!Agile!Auckland!!!!!!!!

Where'to'from'here?'

Try the Maturity Model?

bit.do/IntuitAgileMaturityModel

Some reading?

or 10 min video? bit.do/IntentBasedLeadership

Contact'Ian'

LinkedIn':'linkedin.com/in/ianmaple'''

Thank'You!'

Thanks!

•  Event!organised!by!volunteers!•  Venue!provided!by!AUT!•  Refreshment!costs!covered!by!Sponsors!

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