Shu Ha Ri - IDV · Shu Ha Ri Agile Adoption Kimberly Davis SPC4, CSM, CSPO, PMI-ACP, SA, SP, CAL1...

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Shu Ha RiAgile Adoption

Kimberly DavisSPC4, CSM, CSPO, PMI-ACP, SA, SP, CAL1Lead Agile Architect – ASRC Federal Mission SolutionsMoorestown, NJ

AFMS ProprietaryCustomer-Focused. Operationally Excellent.

• Understand how Shu Ha Ri applies to Agile Adoption

• Where to get started

• Scalability and Practicality of Shu Ha Ri

• Being effective with Shu Ha Ri

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What are you a master of?

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Think About Your Journey to Mastery

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• What did you accomplish first?• How did your journey toward mastery start?

Like in sports, the

game is 10% physical

and 90% mental…


What is Shu Ha Ri?

• A way of thinking about how you learn a technique

• Stems from techniques in Japanese Theater and Martial Arts

• In Agile, Scrum particularly, it is a metaphor to teach mastery of this skill

• In Aikido

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Shu Ha Ri ….first learn ….then detach ….then transcend

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Shu


Shu – Follow the Rules

• Ideally the beginning stages of adoption

• Focus on mastering one method without understanding much of the theory

• Follow and learn the rules so they can be repeated

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“First learn stand, then learn fly. Nature rule Daniel son, not mine” - Mr. Miyagi

"Wax on, wax off. Wax on, wax off." -Mr. Miyagi


During Shu – Learning Models

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Not aware of lacking skills

Level 1 –Unconscious

Incompetence

Aware of weaknesses

Application of skills is

automatic

Level 4 –Unconscious Competence

Aware skills can be applied

Level 3 –Conscious

Competence

Level 2 –Conscious

Incompetence

Reflect

Reflect

Reflect


Ha


Ha – Flex the Rules

• Once the basics are mastered, branch out – start a journey

• Learn the theory and principles from other masters

• Integrate learnings into practices

• Mentor where strengths are

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Ha - Learn the Principles

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• After Shu, move beyond the practices – learn and practice the theory• Use the theory and principles to adjust the practices mastered in Shu• All Agile Frameworks’ principles are derived or scaled from the same set of

principles

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Start a Journey – Inspect and Adapt

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Mastering Ha Enables you to “Be Agile”

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HaShu


Ri


Ri – Be the Rule

• Expert, perfecting from own experiences and practices

• Create own approaches

• Teach others – Coach and Mentor

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“Coaches are aware of how to ignite passion and motivate people. They have an energy that is contagious and know exactly how to get their team excited.”


Mindset

Values

Principles

Practices

Shu Ha Ri Brings you to “Being Agile”

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Tools & Processes

Less VisibleMore Powerful“Being Agile”

More VisibleLess Powerful“Doing Agile”

Shu

Ha

Ri


Agile Principles Morph through Shu Ha Ri

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1. Customer Focused2. Welcome Changes3. Deliver Regularly4. Engage Business

People5. Get the Right People6. Talk face-to-face7. Measure Output8. Maintain Pace9. Quality Focused10. Keep in Simple11. Self-organizing Team12. Team Retrospective

1. Satisfy Customer2. Embrace Changes3. Deliver Frequently4. Be a Hole Team5. Motivate People6. Talk mind-to-mind7. Measure Working

Software8. Maintain Pace

Indefinitely9. Excel at Quality10. Less is More11. Delegation Board12. Personal Retrospective

1. Delight Customer2. Seek Changes3. Deliver Continuously4. Live as a Hole Team5. Trust People6. Talk heart-to-heart7. Measure Value

Delivered8. Maintain Pace and

Rhythm9. Excel in Quality and Get

Things Done10. Simplicity is the

Ultimate Sophistication11. Decentralize Control12. Company Retrospective

Shu Ha Ri

Acceptance of Agile Culture


START OFF ON THE RIGHT FOOT…

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Our Scaled Agile Transformation

• Scaling Agile across two enterprises

• Scaling Agile across 165 teams

• Approximately 2K people

• Work is in the DoD

• 40+ years of Waterfall

• CMMI Level 5

• Earned Value Management

• Ultimate customer is all over the place – in the ocean, on a ship somewhere

Sound Special??


Where Special Got Us

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We’re doing Scrum but our Stakeholders are too busy to come to

our Sprint Reviews so we stopped having

them.

We’re doing Scrum but we can’t produce working software

every 2 weeks, so we have them “as

needed.”

We’re doing Scrum, but Retrospectives

are for complaining, so we stopped having them.

We’re doing Scrum, but since we do

Earned Value, we need to align hours with Story Points.

We’re doing Scrum but writing user stories and having sprint planning sessions is too much

overhead, so we just write one big user story and roll it over

from sprint to sprint.We’re doing Scrum, but nothing closes until the end of the release, so it’s like

we’re Water-Agile-Fall but mostly Waterfall.

We’re doing Scrum, but Backlog

Refinement is useless because Systems is

defining requirements for the next release

and it doesn’t pertain to Software right now.

We’re doing Kanban because we

can’t complete anything in the Scrum timebox.

We’re doing SAFe, but we have contract

incentives that make use start everything at

once, so we don’t manage flow.

We’re doing SAFe, but we don’t have the capital to acquire

equipment and tools to do Continuous

Deployment.

We’re doing SAFe, but we’re a matrix

organization which makes release planning

very challenging, so we’re going to plan on

our own.

We’re doing SAFe, but we can’t organize around

Value Streams because of how are customer

controls funding, so we organize around large

products and programs. The same with a layer of frustration


Are we really that Special?

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Unique Products

and Services

Regulations

Technologies

Constraints

• All businesses are unique – otherwise we’d all be the same

• All businesses hold different standards, policies and procedures

• Some standards, policies and procedures are heavier than others due to the nature of the business (i.e. highly regulated industries like health care, government, etc.

• All businesses are faced with different constraints – budget, regulations, staff, customers, and so forth

• Some businesses are based off of legacy source code/models and others are new with modern technology

There’s always common ground – we’re all different and we all need to satisfy the customer and users frequently.


Starting with Special Leads to Chaos

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Leverage Shu Ha Ri - Start with Shu instead of Special


Effectively Using

Shu Ha Ri


Adopting Agile with Organizational Shu Ha Ri

• Identify a tipping point or need for change and develop a vision to go along with it– A vision with purpose that creates alignment will gain buy-in from the

culture and buy-in is needed to start in Shu

– Leaders must lead by example and live by their vision to continue to cultivate culture

• Develop Agile Leaders (Ri) who will charter the LACE/CoE– They will know the best way to get the whole or parts of the organization

into Shu

– They will also look to scale Agile Leadership and find others that can get to Ri to continue to drive change and continuous improvement

– Decides how to train – Strictly Shu or a Combination of Shu and Ha – what’s the right balance

• Knowledge workers are programmed to want to know why

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Shu – Learning Culture

• A culture that embraces learning is always improving

• Initiated by those that have reached Ri

– Outside training

– In-house LACE (Lean Agile Center of Excellence)

• Scaled Frameworks

– SAFe - Each level of the organization learns to enable the next

– Less – Educate Everyone

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1. Educate everyone2. Define ‘product’3. Define ‘done’4. Have appropriately-structured teams5. Only the Product Owner gives work to the teams6. Keep project managers away from the teams


Ha - Autonomy and Organizational Consistency

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Shu

Inspect &

Adapt

Inspect &

Adapt

Inspect &

Adapt

Inspect &

Adapt

Inspect &

Adapt

Inspect &

Adapt

Inspect &

Adapt

Team 1

Team 1

Team 1

Inspect &

Adapt

LACEHub

• LACE – Lean Agile Center of Excellence• LACE is made up of Agile Leaders who have reached Ri• LACE serves as the “Teachers” for those in Shu • Beyond Shu, teams are given autonomy to test and flex the

process using principles and practices• Experiences in Hub & Spoke model where proven practices

from the teams, float back to the hub for organizational practice


Continuous Improvement Embedded

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Ri Brings Scalability

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John C. Maxwell’s Book, “The 21 Irrefutable Laws of Leadership” and the Law of Explosive Growth states:

“Leaders who attract followers grow by addition, but leaders who develop leaders grow by multiplication”

Shu

Ha

Ri


Ri Solidifies Organizational Practices

• Those in Ri• Mentors and Coaches for other change agents

• Charter a LACE or Agile CoE (Center of Excellence)

• Foster CoPs (Communities of Practice) to practice new ideas

• Are a continuous source of energy for the organization

• Fosters a Continuous Improvement journey at all levels of the organization

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Shu Ha Ri is a Cyclical Journey

• Shu may be more than just development practices– Learning for building an Agile foundation for development practices to

stand on

• Standing up Lean Portfolio Management

• Learning how to better organize the business hierarchy

• General business agility

• Shu to learn how development can be most effective– How can the team’s continuously satisfy the customer?

• Continuous Delivery Pipelines in place? How will you get there?

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• One team goes through Shu Ha Ri• 2 more teams go through Shu Ha Ri• 2 more teams go through Shu Ha Ri• The organization goes through Shu Ha Ri on implementing Lean Portfolio Management• The organization goes through Shu Ha Ri on adopting Release Planning• The organization goes through Shu Ha Ri on adopting a Continuous Delivery Pipeline

For example…

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Shu Ha Ri to Implement a Framework

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Summary


Lay the Foundation for Shu Ha Ri

1. Understand your organization

2. Understand Shu – Ha – Ri

3. Build a driving purpose and a driving force

4. Leverage the driving force to effectively apply Shu Ha Ri

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Identify Inherited Waste with Shu

• During learning, teams may need a balance of both Shu and Ha– Sometimes, a purist approach is….

• Challenging

• Expensive

• Impossible

– Figuring out the challenges, costs and hurdles can lead to waste

– Instead, blend Shu and Ha to learn the practices and the principles so waste reducing decisions can be made

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“Experience by itself teaches nothing... Without theory, experience has no meaning. Without theory, one has no questions to ask.

Hence, without theory, there is no learning.”

– Edwards Deming


Balance Shu and Ha to Avoid Waste

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Shu Ha

Waste Waste

Constraints Excuses

Principles will always help identify the best practices.

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Agile Transformations are a Journey

• Agile Transformations are not a destination – you’ll always be on a journey– Organizations

– Leaders

– Coaches

– Teams

– Individuals

This means Shu Ha Ri will always come in cycles.

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Questions

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Contact

Kimberly Davis

Lead Agile Architect for ASRC Federal Mission Solutions

[email protected]

856-291-2225

AgilePhilly Mentor

LinkedIn – Kimberly Davis

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mailto:[email protected]

Shu Ha Ri - IDV · Shu Ha Ri Agile Adoption Kimberly Davis SPC4, CSM, CSPO, PMI-ACP, SA, SP, CAL1...

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