Disciplined Agile - DAD - Mark Lines
- Agile Maturity Evolution - from Scrum to Lean to Lean Startup
- Disciplined Agile Delivery - goal driven framework with a number of subcomponents
Dave Snowden, CTO Cognitive Edge - Cynefin Framework Author
- Recommended book - 'Brave new world' - Aldous Huxley
- 'Every corpse on the Everest was once a highly skilled, motivated person that hit an accident'
- 'It takes 2 to 3 years of practice for the mind and body to internalise skills. Not 2 days courses'
- Example of the perverse effect of incentives
- The cobra effect: 1 rupee paid per cobra head to incentivise population to help reduce the number of cobras in the wild - which worked as an appropriate incentive only for the first 6 months. It led to cobra farms being created and then the government cancelled the payments. Ultimately the cobra's were released into the wild again
- 'If you don't understand Why something happened don't repeat the What!'
- 'If you introduce any new thing to people it will usually work nicely for the first time'
- Cynefin framework is about energy efficiency - know in what system you're really in before you try to understand what is possible to do
- Complex domain:
- Create a prototype with team 1 using client requirements
- Give the output to team 2 w/o requirements and ask them to improve it
- Give the new output to team 3 and ask the same
- Usually results in a superior product!
- Chaotic - is a temporary state
- Complex system
- Experiments - most of them need to fail or they're not wide enough
- Scrum moves issues from Complex to Complicated space
- The problem with ERPs is assuming the organisation is static!
- Complex systems can be managed through vectors (directions) but not clearly articulated goals!
- 'Complicated space' - is actually the manufacturing model
- 'When people work for defined targets it undermines intrinsic motivation!' (scientifically proven fact)
- 'Don't tell people what to do but limit yourself only to the things they should not do ...' - imagine how kids react/learn
- 'Build systems that work with the biases that people naturally have, not that 'attack' those biases'
- 'You scale agile not by making execs more agile but by integrating what they do with what you/agile teams do'
- 'New/different clothes' can sometimes trigger new behaviours - i.e. doctor, policemen, businessmen
- 'A project should not take more than 6 months because too many things change on a longer timespan'
- Nokia, BlackBerry - both had the right level of information (i.e. all relevant trends and market research results). But they haven't responded to the change and chose not to transform themselves
- For complex solutions/situations - take one step forward to change current paradigm - if it doesn't work don't return to the previous paradigm as a safe place. Take another step forward!
- Paradigms - see picture above. The purpose is not to put the pole in a specific place on the street. But to provide light on the street. That's what happens when information is passed from one team to another through 'paper work'
- Want vs Need - see picture below
- People working on multiple projects - productivity is decreased by up to 70%
- Paradigms - see picture below
- 'You can't change people. You change the system in which they operate. And they may be changing themselves afterwards!'
- Paradigms gradually change through different waves of transformation. It takes up to 2 years for change to be sustainable
- Type of coaches - 'elephants do it with elephants' (i.e. you need a coach that has had similar experiences to yours or can relate to them extremely well)
- Beware of 'Yes but' people ... 'How do you know if it works if you haven't tried it yet?
- 'When you want something you've never had you need to do something you've never done'
Jonathan Smart - Barclays - Adopting Agile
- Learnings
- Culture is huge. It's not about applying a scaling framework. You need to nurture culture.
- Use Aiki principles:
- 1. Blending not clashing:
- One size does not fit all. Teams can choose their own Agile flavour.
- Pragmatic approach: Practices are Principles
- Enterprise scaling is not about the rollout of the same thing everywhere. It's about recognising breath, diversity and complexity and adapting to it!
- 'To scale agile, don't, descale the work first.' Big vision, small teams and small investments. Test hypothesis through an Agile portfolio method. 3 months initiatives first and then adapt
- Pragmatic pace, not too fast or too slow. Change takes time. First results in 6 months - but only a few - it takes 2 - 3 - 4 years to change a large enterprise and it's an ongoing journey anyway!
- 2. Use of internal strength
- Top down and bottom up support. Full support not only tolerance.
- The need for psychological safety was the biggest discovery in Google's survey on High Performing Teams (HPT)
- Champions, fence sitters and critics. Don't waste time on the critics - instead fuel the champions! Then work on the fence sitters through stories - as they transform into champions.
- Communicate 3x more times than you think you need to and your a third of the way done.
- Communicate 3x more times than you think you need to and your a third of the way done.
- Communicate 3x more times than you think you need to and your a third of the way done.
- Training and coaching. Knowledge informs behaviour.
- Learning anxiety needs to be lower than survival anxiety.
- Empower people
- 3. Leading the assailant
- Holistic agility. BizFinancePMOHrLegalComplianceAudit ... otherwise it will be just a local optimisation
- Lead time, quality, happiness & outcomes
- Customer at the centre. Value stream first
- Embed change. Move into BAU. But still allow for empowerment and diversity - one size does not fit all
- Control tribes - engage with key governance teams at the beginning
- Next steps
- The Leadership trio
- Product Manager defines the What
- Enterprise Architect defines the How
- PM / Delivery Manager / SM - removes constraints to deliver the above
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