Value Focused, Values Driven

Schalk W. Cronj ysb33r @ gmail.com @ysb33r

Agile Teams

AOTB 2012

Schalk W. Cronj

"The revolution has eaten its children I see the river of dreams run dry."

- Johnny Clegg : In My African Dream

AOTB 2012

Schalk W. Cronj

Scott's Model
Societal Institutions
invent, negotiate diffuse, impose interpret innovate error

Organisational Fields
diffuse, impose sanction behaviour invent, negotiate

Organisations
diffuse, impose

invent, negotiate

Limitations of cognitive / social rationality Selective perception

AOTB 2012

Actors (groups/individuals)

Schalk W. Cronj

Marshall Model

http://flowchainsensei.files.wordpress.com/2012/03/rightshiftingscene1_0792.jpg

AOTB 2012

Schalk W. Cronj

Marshall Model

/ isolation teams in Agile ress under du

--thrive ---ile teams Ag ------------

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http://flowchainsensei.files.wordpress.com/2012/03/rightshiftingscene1_0792.jpg

AOTB 2012

Schalk W. Cronj

Signature Skills

Three parts

Preferred Task Preferred Cognitive Approach Preferred Technology

This may affect how/what you measure! Combat with

Appropriate team composition Reviews / quality measures

AOTB 2012

Schalk W. Cronj

Agile Teams Understand That Fundamentally:

Increased revenue Reduction in costs Faster response times Less rework

Agile is the continuous delivering of value to stakeholders

Customers Users Developers & Testers Governments & Legislators Societal Institutions
Schalk W. Cronj

AOTB 2012

Consistency
Mintzberg: Strategy as a pattern of consistent behaviour of time

NOT exact behaviour NOT repeating behaviour

Chaotic systems show consistent behaviour

AOTB 2012

Schalk W. Cronj

Agile Teams Understand Accuracy:

Accuracy is to precision as engineering is to mathematics Be accurate enough to get there, but no more accurate

AOTB 2012

Schalk W. Cronj

Agile Teams Take An:

Economic View

It helps to quantify the effects of multiple interacting variables It helps us to understand that the customer is not the only judge of value By using an economic framework it can allow us to maximise value, including

cycle time product cost development expense

It helps to communicate with non-technical decision makers

AOTB 2012

Schalk W. Cronj

Therefore In Agile Teams, Delivery Is Based On:

Business Value Increments

Focus is on value Only done when the increment is delivered endto-end No burning down of tasks ! (false economy) Each increment must have at least one metric of the value it will deliver

AOTB 2012

Schalk W. Cronj

"A pilot who sees from afar will not make his boat a wreck."

- Amen-em-apt (Egyptian philosopher, ~700BC)

AOTB 2012

Schalk W. Cronj

Therefore Agile Teams:

Visualise

Honesty! Makes it transparent to everyone that is going on Visual cue for bottlenecks Manual board and easy-to-use online system

AOTB 2012

Schalk W. Cronj

Agile Teams Also:

Measure Cycle Time

Measure average time in system of each BVI Less time is spent on estimating future delivery times Better predictability Historic data automatically takes into account any disruptions such as

Operational issues Days off sick

AvgTimeInSystem x NoOfBVIs Time = --------------------------------Concurrency

AOTB 2012 Schalk W. Cronj

Historic Data vs Estimation

AOTB 2012

Schalk W. Cronj

"Do the difficult whilst it is easy"

- Sun Tzu, The Art of War (~ 512 BC)

AOTB 2012

Schalk W. Cronj

Therefore Agile Teams Will:

Combat tyranny of the urgent

Investment in value-adding activities

Test-driven development Continuous integration Continuous deployment

Unobtrusive process data capturing

AOTB 2012

Schalk W. Cronj

"Two are better than one; because they have a good reward for their labour. For if they fall, the one will lift up his fellow: but woe to him that is alone when he falleth; for he hath not another to help him up."

- Eclesiastes 4:9-10; KJV Translation (Origins ~ 971-931 BC)

AOTB 2012

Schalk W. Cronj

Therefore Agile Teams Work As:

Groups

Pairing up / Teaming up with different skills to work on same feature

Feature teams are not a new concept Reduces mind-set trap, creative abrasion

Could be perceived to have higher person cost per feature

Instead of distributing the person cost over multiple queues, the cost is combined into a single queue Can actually lead to reduced cycle time.

AOTB 2012

Schalk W. Cronj

Core Rigidities
Limited problem-solving Inability to innovate with new methods/tools Limited experimentation Screening out external knowledge

AOTB 2012

Schalk W. Cronj

Core Capabilities
EXTERNAL

Absorbing technical knowledge from the outside

PRESENT FUTURE

Shared-problem solving

Experimenting and prototyping

Implementing new technical processes and tools

INTERNAL
AOTB 2012 Schalk W. Cronj

"The measure of difference between the two in terms of true pleasure is that the philosopher king lives seven hundred and twenty-nine times more pleasantly than the tyrant king"
- Plato: The Republic (~ 380 BC)

AOTB 2012

Schalk W. Cronj

Agile Teams Prefer:

Servant - Leadership
Leadership over management Managers add value, not interruptions Egalitarian team work

AOTB 2012

Schalk W. Cronj

Thank you

AOTB 2012

Schalk W. Cronj