Agile Portugal 2015 - Agile: The Power of I(n)teration
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The document discusses the importance of values and culture in agile methodologies, highlighting the influence of W. Edwards Deming's teachings on systems and organizational behavior. It emphasizes the need to manage cultural systems, behaviors, and values to enhance team collaboration and client engagement in agile practices. The conclusion stresses that by iterating and interacting, teams can unlock the potential of their agile environments.
![Practice from the Field
#1 – Scrum Team [1 year 3 months]
@Agile.PT 2015
The Flow
The Gap
The Power
Start Sprint
Sprint Retrospective
Constraint #1
On Behaviours
The only one that matters is
Team Collaboration.
▼
• Shared common goals.
• Boost on all communication levels.
• From group of individuals to a Team.
Constraint #2
On Values
The only one that matters is
delivering Working Software.
▼
• Emergence on solutions.
• Boost team morale and confidence.
• Excelence on engineering practices.
• Dramatically improve client’s trust.
After
7months](https://image.slidesharecdn.com/agileportugal-2015-agile-the-power-of-interation-170522134903/85/Agile-Portugal-2015-Agile-The-Power-of-I-n-teration-20-320.jpg)
![Practice from the Field
#2 – Scrum Team in a Lean Client [3 months]
@Agile.PT 2015
The Flow
The Gap
The Power
Start Sprint
Sprint Retrospective
Constraint #1
On Values
The only one that matters is
Customer Collaboration.
▼
• Increase client’s engagement.
• Amplify Learning & See the Whole.
• Improve all communication channels.
• Increase # of interactions / iteration.
• Learn from the client, “fast & furious”.](https://image.slidesharecdn.com/agileportugal-2015-agile-the-power-of-interation-170522134903/85/Agile-Portugal-2015-Agile-The-Power-of-I-n-teration-21-320.jpg)
![Practice from the Field
#3 – Next Scrum Team [not started]
@Agile.PT 2015
The Flow
The Gap
The Power
Start Sprint
Sprint Retrospective
Constraint #1
On Behaviour
The only one that matters is
Team Collaboration.
▼
• N/A
Constraint #2
On Values
The only one that matters is
N/A.
▼
• N/A](https://image.slidesharecdn.com/agileportugal-2015-agile-the-power-of-interation-170522134903/85/Agile-Portugal-2015-Agile-The-Power-of-I-n-teration-22-320.jpg)
Agile Portugal 2015 - Agile: The Power of I(n)teration
- 1. Agile The Power of I(n)teration @Agile.PT 2015 May 22-23, 2015
- 2. Hi. Bruno Teixeira https://twitter.com/bruno_cacho https://linkedin.com/in/brunocacho Agile Coach @Farfetch Nuno Rafael gomes https://twitter.com/nrgomes https://linkedin.com/in/nrgomes Product Owner @Farfetch
- 3. Start Sprint
- 4. Agile Manifesto Culture and Values “At the core, I believe Agile Methodologies are really about mushy stuff of values and culture.” Robert C. Martin, President and founder of Object Mentor Inc. @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 5. Back to Origins W. Edwards Deming o Kaizen greatest influencer. “I can say that Dr. Deming’ teachings were great revelations to Japanese management which built many Kaizen practices in Japan based on his principles.” Masaaki Imai, Founder of Kaizen Institute. o Lean Manufacturing “father”. “Deming is the core of our management.” Shoichiro Toyoda, Honorary Chairman and Director of Toyota. @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 6. Back to Origins W. Edwards Deming o SoPK – System of Profound Knowledge: “There is no substitute for knowledge.” “A system is a network of interdependent components that work together to try to accomplish the aim of the system.” A system must be managed. It will not manage itself.” “94% of problems in business are systems driven, only 6% are people driven.” @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 7. Systems, systems, systems... Everything is a system. o System of development o System of knowledge o System of learning o Complex ecoSystems o Adaptive ecoSystems o Thinking Systems o … A System of everything? (probably just a theory…) @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 8. Emerging Concept... ... from our Agile practice & reflections. o 2 words were starting to emerge and bound together frequently: “Cultural System” @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 9. Spike We felt ready to start... … or so we thought. @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 10. User Story #1 The Flow
- 11. But where to start? Every system has one or more flows. o Operational Flow o Financial Flow o Informational Flow o Others... @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 12. Have we found a Cultural Flow? Our proposal: Behaviors Values Actions Patterns Culture Settle Structure Trigger Emerge @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 13. What knowledge is available? ... from the community at large: o Change Organizational Culture: – Great thinkers’ literature: Edgar H. Schein, William E. Schneider, etc. – Great coachers’ teachings: Michael Sahota, etc. – Only an organizational effort can change a corporate Culture! o Apply Patterns to Organizations: – Patterns of Productive Software Organizations, Harrison, Coplien, 1996. – Organizational Patterns of Agile Software Development, Harrison, Coplien, 2004. – Scrum Pattern Community’s work in progress at http://www.scrumplop.org. – Patterns are about thinking, caring and becoming, not about doing. Challenging! @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective Culture Patterns
- 14. User Story #2 The Gap
- 15. What about The Gap? @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective Patterns Culture Emerge Behaviors Values Actions Settle Structure Trigger The Gap
- 16. The Gap Drilling down: o Change Organizational Values: – Heavily dependent on the corporate culture: also requires an organizational effort. – Anyway, we can work the Agile Values of a Scrum Team. o Improve Social Behaviors: – Difficult to master! – Psychology and Sociology are two of the most complex fields of knowledge. o “Fix” People’s Actions: – Too time consuming. – Most of the time, the corrective measures won’t last in time. Values Behaviours Actions @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 17. First Gap in the flow are Values Customer Collaboration Working Software Individuals & Interactions Responding to Change Agile Values How about working with Agile Values? @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 18. How to do it? Why don’t we apply a Constraint? @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 19. System Flow 2 Flow 1 Let’s try some magic! @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective Adapted from Goldratt’s Theory of Constraints (TOC): FlowConstraint
- 20. Practice from the Field #1 – Scrum Team [1 year 3 months] @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective Constraint #1 On Behaviours The only one that matters is Team Collaboration. ▼ • Shared common goals. • Boost on all communication levels. • From group of individuals to a Team. Constraint #2 On Values The only one that matters is delivering Working Software. ▼ • Emergence on solutions. • Boost team morale and confidence. • Excelence on engineering practices. • Dramatically improve client’s trust. After 7months
- 21. Practice from the Field #2 – Scrum Team in a Lean Client [3 months] @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective Constraint #1 On Values The only one that matters is Customer Collaboration. ▼ • Increase client’s engagement. • Amplify Learning & See the Whole. • Improve all communication channels. • Increase # of interactions / iteration. • Learn from the client, “fast & furious”.
- 22. Practice from the Field #3 – Next Scrum Team [not started] @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective Constraint #1 On Behaviour The only one that matters is Team Collaboration. ▼ • N/A Constraint #2 On Values The only one that matters is N/A. ▼ • N/A
- 23. Practice from the Field Lessons learned: o Elevate a Behavior like “Team Collaboration”: – Helps storm a Team faster. – Helps build a strong Team’s Identity. o Elevate a Value like “Working Software”: – Improves engineering practices and hence, confidence. – Makes it possible to decrease the iteration cycle. o Elevate a Value like “Customer Collaboration”: – Increases dramatically the interaction frequency and quality. – Bosts confidence on all Scrum participants across the ecosystem. @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 24. User Story #3 The Power
- 25. Inspecting and Mapping We can Mapp Agile Values into System Properties. Interaction driven: Customer Collaboration Individuals & Interactions Iteration driven: Working Software Responding to Change @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 26. A Real Life Analogy For left siders, let’s make a bank deposit: o You have an principal of 1.000 Euros deposited on your bank. o Your bank pays you an interest rate of 5%... o ... and compounds the interest each month (the period). o How much money will you have after 12 months (periods)? Period Principal Interest Future Value 0 (now) 1,000.00€ 1,000€ x 5% = 50,00€ 1,050.00€ 1 1,050.00€ 1,050€ x 5% = 52.50€ 1,102.50€ ... ... ... 1,795.86€ 12 1,795.86€ @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 27. A Real Life Analogy Compound Interest: 𝑭𝑽 = 𝑷𝑽 × ( 𝟏 + 𝒓 ) 𝒏 Where: o FV = Future Value o PV = Present Value, or Principal o r = Interest Rate (%) o n = Number of Periods @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 28. A Real Life Analogy Compound Knowledge? 𝑭𝑽 = 𝑷𝑽 × ( 𝟏 + 𝒓 ) 𝒏 Where: o FV = Future (Potential) Product Business Value o PV = Present Product Business Value o r = Interaction Frequency Rate (%) o n = Number of Iterations (Sprints) Notes: o Product Business Value ≠ Cash Flow from Operating Activities (CFO). o Frequency = Number of occurrences of a repeating event / unit time. @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 29. A Real Life Analogy An exercice: o You have a product with a present business value of 10,000€. o Your goal is to maximize the business value over the next year. o You must interact with the client, either on low or high frequencies. o You are free to choose the number of iterations (n) per year: Iteration type iterations/year weeks/iteration hours/iteration 1 quarter 4 13 455 1 month 12 4 140 1 week 52 1 35 @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 30. A Real Life Analogy The different scenarios in numbers: Notes: o Interation Frequency = 1 or 1+1 (hours) / iteration length (hours) o An Iteration with a client can be: a demo, a release, or other feedback... Scenario N Inter h/n r PV FV 4 quarters, 1 inter/cycle 4 1 455 0,22% 10,000€ 10,088€ 4 quarters, 2 inter/cycle 4 1+1 455 0,44% 10,000€ 10,177€ 12 months, 1 inter/cycle 12 1 140 0,71% 10,000€ 10,892€ 12 months, 2 inter/cycle 12 1+1 140 1,43% 10,000€ 11,856€ 52 weeks, 1 inter/cycle 52 1 70 2,86% 10,000€ 43,270€ 52 weeks, 2 inter/cycle 52 1+1 70 5,71% 10,000€ 179,867€ @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 31. A Real Life Analogy Plotting the results: @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 33. Conclusion Our practice on “Cultural Flow”, applying constraints on its processes, values and behaviours, highlighted these 2 properties of an Agile Ecosystem, hence, no matter what you do or how you do it, just: Iterate & Interact to unleash The Power of I(n)teration @Agile.PT 2015 The Flow The Gap The Power Start Sprint Sprint Retrospective
- 34. @Agile.PT 2015
- 35. A few references o https://hbr.org/2012/07/cultural-change-that-sticks o https://www.deming.org/theman/theories/profoundknowledge o http://en.wikipedia.org/wiki/Theory_of_constraints @Agile.PT 2015