I build the futureAndrew Clay ShaferAgile 2014

@littleidea

me

@littleidea

three stone cutters walk into a Pareto Inefficient Nash Equilibrium

you have to be serious

do you have to be so serious?

buckle up

meanwhile…

software kept eating the world

in conclusion

you are either building a software business...

or you will be losing to someone who is...

obvious

you are either building a learning organization...

or you will be losing to someone who is...

everybody wants to go to heaven

none of them want to die

learn the past

my past

AgileI absolutely hated it

I hated the dogma

I hated that it wasn’t working

Beware the Expert “the keeper of the Agile”

People say ‘Agile’, they really mean ‘Scrum’

the most tepid Scrum

the most tepid version of the most tepid Agile

Agile was broken

I didn’t realize what or why

and then I got lucky...

Salt Lake Agile Roundtable

I went there for ammunition.

what I got was more interesting I got lucky

I was never interested in ‘being’ Agile...

Context Matters

how meta is too meta?

obey, digress, separate

digression…

game theorythe study of mathematical models of conflict and cooperation between intelligent rational

decisions makers

rationalchoosing to maximize a utility function

information is bounded

rationality is local

Locally Rational Decision Making: The Distracting Effect of Information on Managerial Performance

This paper describes a phenomenon called “locally rational” decision-making, in which the mere presence of information may have dysfunctional consequences even if decision makers do not process the information incorrectly. !Using the results from an experiment conducted with a strategic market simulation game, we find that the accessibility of information results in a disposition to focus on those components of decision-making most clearly addressed by the information. !If these are not the components most closely tied to success, overall performance may in fact suffer. The decision-making process is thus “locally rational” since it may be optimal with respect to specific components of a larger plan, but globally suboptimal with regard to ultimate outcomes and for the organization as a whole.

http://pubsonline.informs.org/doi/abs/10.1287/mnsc.38.2.212?journalCode=mnsc

more of my past

humble and grateful

somebody pinch me

even more past

1945 to 1965: The Origins

1965 to 1985: The Software Crisis

1985 to 1989: No Silver Bullet

1990 to 1999: Prominence of the Internet

2000 to Present: Lightweight Methodologies

I know this is true, because Wikipedia

1970s 1980s 1990s 2000s future?

structured programming

Cap Gemini SDM

structured systems analysis and design methodology (ssadm)

Information Requirement Analysis /Soft systems methodology (ssm)

Object-oriented programming (OOP)

Rapid application development (RAD)

Dynamic systems development method (DSDM)

Scrum

Team software process

Extreme programming (XP) capability maturity model (CMM)

Capability Maturity Model Integration (CMMI)

Information Technology Infrastructure Library (ITIL) ITIL 2007

devops

???

kanbanlean software

CMMI, so amaze, wow

ITIL sounds great

• ITIL Service Strategy: understands organizational objectives and customer needs.

• ITIL Service Design: turns the service strategy into a plan for delivering the business objectives.

• ITIL Service Transition: develops and improves capabilities for introducing new services into supported environments.

• ITIL Service Operation: manages services in supported environments.

• ITIL Continual Service Improvement: achieves services incremental and large-scale improvements.

CMMI, make it stopCMMI for Development model: !

Maturity Level 2 - Managed CM - Configuration Management MA - Measurement and Analysis

PMC - Project Monitoring and Control PP - Project Planning

PPQA - Process and Product Quality Assurance REQM - Requirements Management

SAM - Supplier Agreement Management !Maturity Level 3 - Defined

DAR - Decision Analysis and Resolution IPM - Integrated Project Management

OPD - Organizational Process Definition OPF - Organizational Process Focus

OT - Organizational Training PI - Product Integration

RD - Requirements Development RSKM - Risk Management

TS - Technical Solution VAL - Validation

VER - Verification !Maturity Level 4 - Quantitatively Managed

OPP - Organizational Process Performance QPM - Quantitative Project Management !

Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution

OPM - Organizational Performance Management Maturity levels in CMMI for services[edit]

There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5.

Maturity levels in CMMI for services !Maturity Level 2 - Managed

CM - Configuration Management MA - Measurement and Analysis

PPQA - Process and Product Quality Assurance REQM - Requirements Management

SAM - Supplier Agreement Management SD - Service Delivery

WMC - Work Monitoring and Control WP - Work Planning !

Maturity Level 3 - Defined CAM - Capacity and Availability Management

DAR - Decision Analysis and Resolution IRP - Incident Resolution and Prevention

IWM - Integrated Work Management OPD - Organizational Process Definition

OPF - Organizational Process Focus OT - Organizational Training RSKM - Risk Management SCON - Service Continuity

SSD - Service System Development SST - Service System Transition

STSM - Strategic Service Management !Maturity Level 4 - Quantitatively Managed

OPP - Organizational Process Performance QWM - Quantitative Work Management !

Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution

OPM - Organizational Performance Management

Maturity levels in CMMI for acquisition !Maturity Level 2 - Managed

AM - Agreement Management ARD - Acquisition Requirements Development

CM - Configuration Management MA - Measurement and Analysis

PMC - Project Monitoring and Control PP - Project Planning

PPQA - Process and Product Quality Assurance REQM - Requirements Management

SSAD - Solicitation and Supplier Agreement Development !Maturity Level 3 - Defined

ATM - Acquisition Technical Management AVAL - Acquisition Validation

AVER - Acquisition Verification DAR - Decision Analysis and Resolution IPM - Integrated Project Management

OPD - Organizational Process Definition OPF - Organizational Process Focus

OT - Organizational Training RSKM - Risk Management !

Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance

QPM - Quantitative Project Management !Maturity Level 5 - Optimizing

CAR - Causal Analysis and Resolution OPM - Organizational Performance Management

ITIL

ask me about scrum

all practice, no theory

no practice, all theory

Theory Practice

Theory Practice

CMMI

ITILScrum

XPCrystal kanban

software has been developed

for every ‘must have’ practice, there exists a

successful counter example

success doesn’t result from a list of practices

success doesn’t result from secret techniques

success results from choice and circumstance

www.techdarkside.com

break the cycle

innovations in infrastructure

guiding ideas skills and capabilities

awareness and

sensibilities

theory, methods and

tools

domain of action

attitudes and

beliefs

domain of enduring change

(organizational architecture)

(deep learning cycle)

improve the work > do the work

do be do be do

@littleidea’s practical guide to organizational transformation

@littleidea’s practical guide to organizational transformation

@littleidea’s practical guide to organizational transformation

panacea peddlers as far as the eye can see

buy MY secret to scale agile

we know how to draw the owl

why do we stop drawing?

nothing may be more difficult than getting a person to understand something, when her salary depends upon not understanding it

We are uncovering better ways of developing software by doing it and helping others do it...

We are uncovering better ways of developing infrastructure by doing it and helping others do it...

We are uncovering better ways of developing organizations by doing it and helping others do it...

Through this work we have come to value:

• individuals interacting with awesome processes and tools

• working software... period, and documentation is nice too

• delighting customers

• learning from change and changing from learning

this is not over

keep uncovering

you won’t succeed by finding devops

you won’t succeed by hiring the next buzzword consultant

The learning organization is one that has the capacity to integrate people and structures in order to move toward continuous learning and change.

success is about being the right people

success is about becoming the right people

don’t be afraid

never stop becoming

don’t limit yourself

don’t limit us

BECOME AWESOME

come at me

@littleidea