Agile Beyond Software - Geelong lean pizza
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AGILE BEYOND SOFTWAREH 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
www.theagilecontactcentre.com.au
G E E LO N G L E A N P I Z Z A
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ABOUT ME
www.theagilecontactcentre.com.au
EDUARDO NOFUENTES
Lean and Agile Coach | Founder @ The Agile Contact Centre| Founding Partner @ The Agile Eleven
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SOME OF THE TEAMS WE WORK WITH…
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AGILE BEYOND SOFTWARE – A VISUAL REPRESENTATION
Visual Representation by Christiane Anderson of Eduardo Nofuentes session – 1st Conf 2016
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AGILE TODAY
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OUR APPROACHH O W D O W E W O R K W I T H N O N S O F T WA R E D E V E LO P M E N T
T E A M S ?
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“The ability to move quickly and easily”
WHAT IS AGILE?
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“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 toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
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“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 toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
www.theagilecontactcentre.com.au
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“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 toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
working
Outcomes
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AGILE IS A MINDSET
• 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
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland
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AGILE IS A MINDSET
• 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
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland
www.theagilecontactcentre.com.au
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THE PRINCIPLES BEHIND AGILEPRINCIPLES
• 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.
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THE PRINCIPLES BEHIND AGILEPRINCIPLES
• 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.
www.theagilecontactcentre.com.au
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WHAT IS AGILE?
From the article “What is Agile “by Steve Denning – Image from Ahmed Sidky
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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.
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THE THREE WAVES OF AGILE
The three Waves of Agile by Charlie Rudd – Solutions IQ
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True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
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True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
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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
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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
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True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
www.theagilecontactcentre.com.au
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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
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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
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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
Design and run
experiment (do)
Study results (check)
Evolve model and
implement changes (act)
Create hypothesis
(plan)
The Deming cycle
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True Customer Focus LEAN Approach Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
www.theagilecontactcentre.com.au
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The role of leaders is crucial to drive an agile transformation of a team or organisation; but it requires the courage to unlearn Command and Control management practices and learn a new way of leading teams based on a Servant Leadership style.
“It is amazing what you can accomplish if you do not care who gets the credit”Henry Truman
AGILE LEADERSHIP
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Agile leaders have a clear vision of where they want to go and are comfortable having a vague plan on how to get there.
Agile leaders use their strong communication skils – storytelling and listening – to inspire, motivate and share the vision with others.
Agile leaders are willing to take risks and imperfect actions, unafraid to admit what they do not know.
AGILE LEADERSHIP: SETTING THE VISION
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The primary function of an agile leader is to nurture culture through values and develop other leaders.
An agile leader cultivates a culture of trust, respect, honesty and transparency and believes everyone is already doing their best.
An agile leader fosters a safe environment where people are willing to do the unexpected and challenge the norm.
AGILE LEADERSHIP: BUILDING THE CULTURE
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An agile leader adopts and institutes leadership aimed at helping people to do a better job.
An agile leader has the ability to drive, inspire and embrace change and continuous improvement.
An agile leader uses lateral thinking and has the ability to find innovative ideas and solutions to problems.
AGILE LEADERSHIP: IMPROVING THE SYSTEM
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SOME OF THE PRACTICES AND TOOLS WE USE
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EXAMPLES OF AGILE PRACTICES
1. PURPOSE LED TEAMS
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EXAMPLES OF AGILE PRACTICES
2. DAILY STAND UPS
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EXAMPLES OF AGILE PRACTICES
3. KANBAN WALL
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EXAMPLES OF AGILE PRACTICES
4. VISUALISATION OF WORK
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EXAMPLES OF AGILE PRACTICES
4.1 VISUALISATION OF WORK: OBEYA ROOM
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EXAMPLES OF AGILE PRACTICES
4. 2 VISUALISATION OF WORK: BAU TEAM
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EXAMPLES OF AGILE PRACTICES
4.3 VISUALISATION OF WORK: ROSTERING SYSTEM
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EXAMPLES OF AGILE PRACTICES
4.4 VISUALISATION OF WORK: SALES PIPELINE
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EXAMPLES OF AGILE PRACTICES
4.4 VISUALISATION OF WORK: INITIATIVES RADAR
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EXAMPLES OF AGILE PRACTICES
4.5 VISUALISATION OF WORK: SALES PIPELINE RADAR
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EXAMPLES OF AGILE PRACTICES
4.6 VISUALISATION OF WORK: RECRUITMENT WALL
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EXAMPLES OF AGILE PRACTICES
5. PRIORITASION SESSION
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EXAMPLES OF AGILE PRACTICES
6. VALUE STREAM MAPPING
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EXAMPLES OF AGILE PRACTICES7. RETROSPECTIVES
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EXAMPLES OF AGILE PRACTICES8. A3 COACHING
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EXAMPLES OF AGILE PRACTICES9. IMPROVEMENT KATA
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The Lean Enterprise – Humble, Molesky & O’Reilly
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EXAMPLES OF AGILE PRACTICES10. BUSINESS MODEL CANVAS
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The Lean Enterprise – Humble, Molesky & O’Reilly
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WANT TO CONVINCE YOUR BOSS TO START “DOING”
AGILE?
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SHOW THEM THIS SLIDE…
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THE THREE HORIZONS
The Lean Enterprise – Humble, Molesky & O’Reilly
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THANK YOU
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