Agile beyond software

Eduardo Nofuentes - The Agile Contact Centre
AGILE BEYOND SOFTWARE
H 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
: @edumelbourne www.theagilecontactcentre.com.au

“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 tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

“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 tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
working
Outcome
s

THE MINDSETS BEHIND AGILE
• 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
MINDSETS
: @edumelbourne
Agile Principles and Values by Jeff Sutherland
www.theagilecontactcentre.com.au

THE MINDSETS BEHIND AGILE
• 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
MINDSETS
: @edumelbourne
Agile Principles and Values by Jeff Sutherland

THE PRINCIPLES BEHIND AGILE
PRINCIPLES
: @edumelbourne
• 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 AGILE
PRINCIPLES
• 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 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.au: @edumelbourne www.theagilecontactcentre.com.au

THE THREE WAVES OF AGILE
: @edumelbourne
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

of how to remove waste, add value or improve
the flow in your team or organisation?
CAN YOU THINK OF ANY EXAMPLES…

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
: @edumelbourne
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
THREE KEY INGREDIENTS TO ACHIEVE
ORGANISATIONAL AGILITY

Brave Leaders
believe everyone is
already doing their
best and are willing
to do things that are
unexpected or
against the norm
“It is amazing what you can accomplish if you do not care who gets the credit”
Henry Truman
BRAVE LEADERSHIP: THE SERVANT MINDSET

Brave Leaders
cultivate a culture of
trust and develop
other leaders. Adopt
and institute
leadership aimed at
helping people to do
a better job
"The primary function of leadership is to nurture culture through values” Jurgen
Appelo
BRAVE LEADERSHIP: THE COACH MINDSET

Brave leaders
take imperfect
action and are not
afraid of admitting
they don’t know the
answer.
“Vulnerability sounds like truth and feels like courage. Truth and courage aren't
always comfortable, but they're never weakness.” Brene Brown
BRAVE LEADERSHIP: THE VULNERABILITY MINDSET

THEN USE AGILE PRACTICES…
..to fit your business needs.

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: ROSTERING SYSTEM

4.3 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. VALUE STREAM MAPPING

6. PRIORITASION SESSION

7. RETROSPECTIVES

8. A3 COACHING

9. IMPROVEMENT KATA
The Lean Enterprise – Humble, Molesky & O’Reilly

AGILE ACROSS THE ENTREPRISE
OBJECTIVES TOOLS OUTCOMES RISKS
AGILE PRACTICES
COACHING
Roll out Agile ways of
working
• Stand ups
• Kanban Walls
• Visualization
• Retrospectives
• A3 Coaching,
etc…
• More
engagement
• Better
communication
and Collaboration
• Transparency
Doing the wrong
things faster.
PROJECT
(INITIATIVE) BASED
AGILE COACHING
Objectives specific to
project:
• Deliver a product,
system or
initiative.
• Improve Customer
Satisfaction, etc.
Previous row +:
• Value Stream
Mapping
• Improvement
Kata
• Systems Thinking
approach, etc..
Previous row +:
• Speed to Market
• Customer Led
outcomes
• Continuous
Improvement
Culture
If work in
isolation, rest of
business may
hinder success.
ENTERPRISE
AGILITY COACHING
Equip businesses to
create ongoing value
for customers
Previous two rows +:
• Company
structure
• Budgeting
process
• Operating
Rhythm, etc…
• Incremental
Innovation
• Teams aligned to
Purpose
• Lean Culture
embedded in
business

Eduardo Nofuentes
The Agile Contact Centre
eduardo@theagilecontactcentre.com.au
+61407 450 640
THANK YOU

Agile beyond software

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