for breakfast Jonathan Smart @jonsmart Ian Dugmore @iandugmore - - PowerPoint PPT Presentation

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for breakfast Jonathan Smart @jonsmart Ian Dugmore @iandugmore - - PowerPoint PPT Presentation

Jan 14, 2024 406 likes •1.05k views

Culture eats Principles for breakfast Jonathan Smart @jonsmart Ian Dugmore @iandugmore In the beginning some people had a great idea In the beginning some people had a great idea And the customers were delighted In the beginning some

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Culture eats Principles for breakfast

Jonathan Smart @jonsmart Ian Dugmore @iandugmore

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In the beginning some people had a great idea

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In the beginning some people had a great idea

And the customers were delighted

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In the beginning some people had a great idea

The founders decided to expand and the Small Company became a Large Company

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In the beginning some people had a great idea

And then Frederick Winslow Taylor came along and said “let there be Scientific Management” and so there was

and there was

and there was

and there was

and there still is

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In the beginning some people had a great idea

And then someone made a mistake and a Manager said “let there be standards” and so there was Governance and Standards and a culture of Control > Trust

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In the beginning some people had a great idea

And then the Audit department said “here are some audit points” and then there were more Standards and more Standards

and more Standards

and more Standards
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In the beginning some people had a great idea

And then a Manager said “let’s adopt ITIL” Change Advisory Board

  • nce every 2 weeks

‘advising’?

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In the beginning some people had a great idea

And then central PMO said “we need consistent standards to keep the Regulators happy” change lifecycle, 7 gates 100 question questionnaire x 7 change prevention control process more PMO & Control staff

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In the beginning some people had a great idea

And then a Manager said “move part (not all) of the Value Chain to a cheaper location” and it was done and then the firm hired more BAs and PMs

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In the beginning some people had a great idea

And then someone said “this is not working, I want you to spend more money on better plans and more detailed up front analysis, and the date had better not move

  • r else”

And so they did

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In the beginning some people had a great idea

And a Project Manager said “the releases are too troublesome, so we will release less frequently” And so they moved from monthly releases to quarterly releases

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In the beginning some people had a great idea

And then someone asked “Why are we all working like this?”, everyone answered <shrug> “because it’s how we do things around here” </shrug>

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Sound familiar?

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CULTURE

is huge

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Aiki

is to pull when you are pushed to push when you are pulled It is the spirit of slowness and speed

  • f harmonizing your movement

with your opponent

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Blending not clashing Leading the assailant Use of Internal Strength

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One Size Does Not Fit All

Blending not Clashing
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Scaling

Don’t scale agile : Descale the work first Breadth, Diversity, Complexity Shu Ha Ri Product : Team 1:1 1:M M:M M:1 Team, Initiative, Dept, Group, Firm, Organisation

Blending not Clashing
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Practices = Principles ( Organisational Context, Team Context, Culture, Shu Ha Ri, Customer );

Blending not Clashing
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3 Common Scaling Frameworks

Disciplined Agile SAFe LeSS DA is our overarching approach as a goal based framework Not mutually exclusive

Blending not Clashing
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One Size Does Fit All

Blending not Clashing
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Why Principles Change Lifecycle Roles Measures

Blending not Clashing
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Blending not clashing Leading the assailant Use of Internal Strength

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Lead the business

Leading the Assailant
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Lead management Management love targets But targets are bad for teams, right?

Leading the Assailant
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Targets can be good If they fit your culture If they are used carefully!

Leading the Assailant
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Management Teams

Carefully

Leading the Assailant
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Carefully

Leading the Assailant
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Carefully

Leading the Assailant
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Carefully

Leading the Assailant
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Management

Teams

Targets

Measures

Set by Managers Self Assessment

Carefully

Leading the Assailant
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Carefully

Leading the Assailant
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Management Teams Targets Measures Set by Managers Self Assessment Top Only Protect Teams

Carefully

Leading the Assailant
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Carefully

Leading the Assailant
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Implement Principles Remove Impediments Management Teams Targets Measures Set by Managers Self Assessment Top Only Protect Teams

Carefully

Leading the Assailant
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Practices Principles Context Practices = Principles(Context)

Leading the Assailant

Implement Principles

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Some practices are always a good thing

Leading the Assailant
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SLIDE 40 Agility Level Description Agility Criteria Level 1 Mobilising Largely Cross functional Team … Level 2 Transitioning Daily Coordination Meeting Regular Show and Tell … Level 3 Established WIP limited Lead Time < 8 weeks … Level 4 Optimising Teams optimising their practices Lead Time < 4 weeks …

Agility Level

Leading the Assailant
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SLIDE 41 Agility 1 & 2 Agility 3 & 4

...allows us to forecast

Leading the Assailant
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To increase agility...

avoid agile islands ecosystem has to support

Leading the Assailant
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To increase agility...

move from annual to rolling wave budgeting

Leading the Assailant
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To increase agility...

improve collaboration tools and working environment

Leading the Assailant
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To increase agility...

change governance and controls

Leading the Assailant
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To increase agility...

move from Project to Product

Leading the Assailant
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To increase agility...

feature teams

Leading the Assailant
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To increase agility...

agile architecture

Leading the Assailant
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To increase agility...

DevOps-ification

Leading the Assailant
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Blending not clashing Leading the assailant Use of Internal Strength

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Top down and bottom up

Use of Internal Strength
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Agile Community of Practice

Use of Internal Strength
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Identify Natural Champions

Use of Internal Strength
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Training and coaching, at scale

Use of Internal Strength
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To summarise...

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Aiki

Blending not clashing

One size does not fit all

Leading the assailant

Agility Levels

Use of Internal Strength

Champions

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Where are we 1 year into the journey?

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From 4% to over 40% of teams agile

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Over 50% of strategic apps adding value at least monthly

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Higher Quality Agility Level positively correlated to fewer Incidents

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would you recommend agile to a colleague?

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Still lots to do

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Thank you

@jonsmart @iandugmore