Concrete Experimentation in Agile Environments at Agile Australia 2015

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Agile Australia 18/06/2015 Bernd Schiffer Concrete Experimentation in Agile Environments

Transcript of Concrete Experimentation in Agile Environments at Agile Australia 2015

Page 1: Concrete Experimentation in Agile Environments at Agile Australia 2015

Agile Australia 18/06/2015 Bernd Schiffer

ConcreteExperimentation

in Agile Environments

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Moving to Australia

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Move to Australia

Is it nice?

Get pregnant

Yes

No Moveback

Planfor OzOur

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20%Chance of getting pregnant

per ovulation cycleif absolutely everything’s okay.

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Getting pregnant isCOMPLEX(not complicated)

complicated

complex

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“Complexity is generally used to characterise something with many parts where those parts interact with each other in multiple ways. […] …even among scientists, there is no unique definition of complexity…”

http://en.wikipedia.org/wiki/Complexity

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3.3 Die Taylor-Wanne

Die nachfolgende Grafik illustriert die Absenkung und den Wider-anstieg der organisatorischen →Komplexität als Reaktion auf Ver-änderungen in der Komplexität der Marktumgebung:

JahrTaylor -Epoche Moderne

OrganisationManufaktur

tot(Maschinen)

1900 1950 2006

EDV wirdwirksam

Marktenge durchGlobalisierung

träge Massen-märkte entstehen

lebendig(Menschen)

Marktdruck

Komplexität

Konventionelle Unternehmen

erkleiden Marktdruck

Dynamische Unternehmen

erzeugenMarktdruck

JahrTaylor -Epoche Moderne

OrganisationManufaktur

tot(Maschinen)

1900 1950 2006

EDV wirdwirksamEDV wirdwirksam

Marktenge durchGlobalisierung

Marktenge durchGlobalisierung

träge Massen-märkte entstehen

träge Massen-märkte entstehen

lebendig(Menschen)

Marktdruck

Komplexität

Konventionelle Unternehmen

erkleiden Marktdruck

Dynamische Unternehmen

erzeugenMarktdruck

Taylor-Wanne: Bis 1900 dominiert die Manufaktur. Dann entstehen neue Märkte für Massenprodukte. Die Komplexität der Märkte sinkt. Der Tayloris-mus senkt die Komplexität der Wertschöpfung und passt sie dadurch der neuen Situation an. Die Produktivität steigt um das Hundertfache. Die Globa-lisierung steigert die Komplexität wieder. Unternehmen, die tayloristisch blei-ben, kommen unter Marktdruck, den die neuen Dynamik robusten Unterneh-men erzeugen.

3.4 Zentrum / Peripherie

Jedes Unternehmen hat sich bezüglich zweier wichtiger Zwänge zu bewähren. Diese beiden Zwänge gehen aus vom →Markt und vom Shareholder. Die gewachsene →Dynamik der Märkte verändert die innere Struktur jedes Unternehmen, ob es will oder nicht. Es wird ausdifferenziert in →Zentrum und →Peripherie.

Moderne Märkte haben eine hohe Dynamik. Es bleibt wenig Zeit, die nicht ignorierbaren Reize der Umgebung zu verarbeiten. Des-

from: ”Best Thinking" by Gerhard Wohland and Matthias Wiemeyer (2007)

Taylor Tuboriginally called “Wanne”

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A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone in Harvard Business Review (11.2007)

“[In a complex situation] create

environments and experiments

that allow patterns to emerge.”

— Dave Snowden

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So, experimenting…

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Not our own chart!

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Preferences over Plans

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CAT SHOE, SIC!clear goal arranged trackable through metrics small has due date out in the open

evalutated through hypothesis safe-to-fail

impelled by champions communicated before start

Thus!

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Another example

Fix It or Trash It

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Clear GoalStop piling up bugs.

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Arranged

cf. ”How We Deal With Software Defects in Production" by Oliver Lorenz (10.09.2013, http://www.technology-ebay.de/the-teams/mobile-de/blog/how-we-deal-with-software-defects-in-production.html )

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Trackable Through Metrics

0

1

2

3

4

5

6

#bug

s

0

1

2

3

4

5

6

week-8 -7 -6 -5 -4 -3 -2 -1 1 2 3 4 5 6

bugs raised bugs fixed and trashedExperiment starts here

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"Christopher Hitchens debating John Lennox" by stepher from i can't believe i actually live here, alabama - "Is God Great" DebateUploaded by Richard001. Licensed under CC BY-SA 2.0 via Wikimedia Commons - https://commons.wikimedia.org/wiki/File:Christopher_Hitchens_debating_John_Lennox.jpg#mediaviewer/File:Christopher_Hitchens_debating_John_Lennox.jpg

Track to Evolve Sustainably

“What can be asserted without evidence can be dismissed without evidence.” — Hitchen’s Razor, by Christopher Hitchens

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Small“Only” 6 weeks. Only one team.

small

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Has a Due DateAfter 6 weeks, incl. presentation of final results, after standup, and scheduled in advance.

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Out in the

Todo Arrange Experi-menting

Ready for Reflection Done

3

Smaller Teams

Hire internal Coach

First Open Space

Fix It or Trash It

Happi-ness Index

cf. “7 Steps to Build a Kanban Board for a Scrum Team’s Impediments” by Bernd Schiffer (05/09/2011, http://agiletrail.com/2011/09/05/7-steps-to-build-a-kanban-board-for-a-scrum-teams-impediments )

Open

Yes, that’s a Kanban board.

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Evaluated through Hypothesis

h = We can handle a more or equal amount of bugs than is currently coming in.

h0 = The amount of bugs keeps increasing.

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Safe-to-Fail

Source: http://thinkvitamin.com/design/backstage-star-wars-photos/

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Safe-to-Fail? Maybe.

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Safe-to-Fail? Nope.

http://singaporeseen.stomp.com.sg/singaporeseen/this-urban-jungle/chased-by-a-bear-its-all-in-a-days-work-for-a-photographer

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Impelled by Champions

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Communicated before Start

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CAT SHOE, SIC!clear goal arranged trackable through metrics small has due date out in the open

evalutated through hypothesis safe-to-fail

impelled by champions communicated before start

Thus!

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More ExperimentsFirst Agile Team First Internal Agile Coach First Open Space Setup Happiness Index Setup CollaborativeDecision-Making

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Tip 1: Do Retrospectives…

…and treat every action as an experiment.

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http://thechive.com/2014/04/23/this-will-get-your-ocd-boiling-27-photos/funny-ocd-17/ http://www.jokideo.com/ocd-overdrive/

http://www.clickypix.com/funny-ocd-pictures-drive-crazy/funny-ocd-pictures-26/

Tip 2: Don’t Be Perfect

http://www.funnyjunk.com/funny_pictures/4044631/Ocd+20/

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OurExperi-

ment’sOutcome

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Result ofOur Experiment’s Outcome

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Concrete Experimentation in Agile Environments

Bernd SchifferAgile Australia 18/06/2015

‣@berndschiffer‣@bold_mover‣ [email protected]

‣ http://slideshare.net/berndschiffer‣ http://berndschiffer.com‣ http://boldmover.com‣ http://agiletrail.com

Thank you!