Frameworks are for lazy organisations
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Juhana Huotarinen criticizes organizational frameworks, arguing they cater to lazy practices by optimizing for product development and focusing on output rather than outcomes. He points out that these frameworks tend to favor complicated domains and align with cognitive biases. Huotarinen offers alternatives emphasizing the understanding of systems, selective adoption of methodologies, and utilizing an agile mindset for effective solutions.
Frameworks are for lazy organisations
- 1. Frameworks are for lazy organisations Juhana Huotarinen
- 2. Juhana Huotarinen • Gofore Plc • Currently: Agile transformation advisor • Previously: Software developer, project manager, project director & executive committee member • Twitter: @juhanaOne • Blogs: www.linkedin.com/in/juhana- huotarinen @JuhanaOne
- 3. NET SALES 2018 50.6 MEUR EXPERT SERVICES FOR FACING DIGITALISATION EMPLOYEES 560 AUGUST 2019 OFFICES 9 EBITA 2019 6.80 MEUR 5,36 MEUR (EBIT) OUTLOOK 2019 64-67 MEUR COUNTRIES 5 1. Gofore is a great workplace. 2. Gofore thrives on customer successes.
- 5. @JuhanaOne Frameworks are for lazy organisations
- 6. @JuhanaOne Argument 1: frameworks are optimised in product development
- 7. Entäs kanban? Mihin optimoitu? Onko edes framework? ”Scrum is a framework for developing, delivering, and sustaining complex products” – Scrum guide
- 8. Different forms of Agile @JuhanaOne https://www.forbes.com/sites/stevedenning/2016/04/15/what-does-it-mean-to-scale-agile/#36e8291678b9 PRODUCTDELIVERY SCALING PRODUCT ORGANISATIONAL SCALING PLATFORM HORIZONTAL VERTICAL Product TeamTeam Team Platform/Suite Team Product Team Team Team Product Team TeamTeam Product Team Team HR IT Sale s ETC.
- 9. Argument 2: frameworks focus on output not outcome
- 11. @JuhanaOne
- 12. @JuhanaOne Cycle time, lead time, throughput, velocity, WIP, burndown chart, deployment frequency, cumulative flow, cost of delay, WSJF etc.
- 13. Argument 3: static frameworks work better on complicated domains @JuhanaOne
- 16. Argument 4: Frameworks are friends with cognitive biases
- 18. Sunk cost
- 20. Do we have a choice?
- 21. 1: Understand the system @JuhanaOne
- 22. 2: Cherry picking is fine
- 23. SAFe - ScaledAgile Framework LeSS- Large-ScaleScrum SpotifyModel Nexus SoS- ScrumofScrum DAD - DisciplinedAgileDelivery ScrumatScale EnterpriseScrum DSDM-DynamicSystemsDevelopmentMethod CrystalFamily ContinuousAgile Framework EnterpriseAgile Deliveryand Agile GovernancePractice EnterpriseTransitionFramework eXponentialSimpleContinuousAutonomousLearning FASTAgile LeanEnterpriseAgile Framework MEGA Framework RAGE - RecipesforAgile Governancein theEnterprise ScALeD Agile LeanDevelopment TheGill Framework
- 24. 3. Use the Agile mindset to build your wayPrototype phase 6 week cycle No backlogs ”Hill charts” for for showing the progress @JuhanaOne https://basecamp.com/shapeup
- 25. Thinking thing @JuhanaOne Three questions to ask about any method, model or approach • Who invented it? • What problem one tried to solve? • Do I have that problem?
- 26. @JuhanaOne Conclusion Frameworks are for lazy organisations 1. They are optimised in product development 2. They focus on output not outcome 3. They work better on complicated domains 4. They are friends with cognitive biases Possible solutions 1. Understand the system 2. Cherry picking is fine 3. Use the Agile mindset to build your way
- 29. @JuhanaOne
Editor's Notes
- #3: Almost 15 years at Gofore Agile Coach & Sctum Master Ramping up Agile capability Previlously developer and some management positions Twitter: Blogs
- #6: SWARMing:Scaling Without A Religious Methodology
- #9: different meanings of scaling. Left – up = simple type of scaling relating to the scaling of the practices of Agility across multiple team Right – up = multiple products that were part of a suite of products (“Platform”) Left – down = how do we take the concepts of Agility into different segments of the organization Left –right = move up the chain of command, dealing with the director and VP positions and the C-suite
- #10: suorite
- #12: Useful work design principles: 1) Design against demand 2) Outside-in perspective Pitää ymmärtää asiakkaan nominaalinen arvo,
- #13: Output
- #15: Millainen organisaatiomalli toimii missäkin ympäristössä
- #16: Millainen organisaatiomalli toimii missäkin ympäristössä
- #17: Kognitiiviset vinoumat Kognitiivinen vinouma, -harha, -värittymä tai -vääristymä (engl. cognitive bias) on psykologinen käsite, jolla viitataan ihmisillä esiintyviin taipumuksiin hahmottaa ja painottaa havaintojaan, tulkintojaan ja informaatiota tietyillä tavoin
- #18: Perceived Value Bias
- #19: Upotetut kustannukset – sunk cost
- #20: The bandwagon effect
- #22: System conditions Before you start chancing/scaling things, try to understand how the system works What processes the organisation has, how they communicate, what are roles, teams, responsibilities Try to understand the organisation /project domain. Not the product domain
- #23: Confidence stars: * A scrum book
- #24: Why there is so many frameworks available 20