We talk a lot about managing an agile team, agile transformations and about Scrum, Kanban, TDD, CI, small nimble companies about building positive motivation. It's all a set of beautiful buzzwords. A lot of people make living coaching and helping to make transformations. But as it comes to real work in the companies - reality rarely resembles beautiful stories from trainings. Why? An attempt to answer this question is model "Truly Agile Company", which is trying to catch the complexity of the transformation of the company. An attempt to capture the key roles and aspects often overlooked by the "Dogmatic Agile." Let's try to think about: • What is the "Pragmatic agile"? • How to work effectively with all key aspects of Agile transformation? • How not to get lost? • How to work with people and build on their potential for change?

1. Truly Agile Company
@marekkirejczyk

3. Challenge
● Growth
○ From 30+ to over 100 in a year
○ From 60 to almost 200 in a year
● Almost 20 initiatives
● Wide technological landscape
○ Web development (ruby on rails)
○ Python
○ Data science
○ Mobile: iOs, Android

5. Pragmatic vs. dogmatic

6. 5 key aspects of Agile/Lean management
Team Technical Product
Management People

7. Team

8. Team - general problem
● Who is working on
what?
● When will we deliver?
● What is the progress?
● Slow

9. Team - Malpractice
● Process “mastrubation”
● Management destroys
our process

10. Team - tools
● Scrum shock therapy
as a start then
Minialistic Viable
process
● Communication to
management and
reporting

11. Technical

12. Technical - problem
● Low quality code
● Technical debt
● Slow development

13. Technical - malpractice
● Hype driven
development
● Over engineering
● Over design

14. Technical - tools
● TDD
● CI
● Devops
● Feature flags

15. Technical - tools
● Pair programming
● Spikes
● Hackathons
● Tech meetings

16. Pair programming

18. Hackathons
● Product in a day
● Feature hackathon
● Technology
● Hardware
● Lego Storm wars

19. Learning ceremonies
● DoJo’s
● Retreat’s (CodeWars)
● Hackathons
● Trainings
● Tech talks

20. Software craftsmanship
vs. lean startuper

21. Example

22. Product

23. Product Skill

24. Corporate vs. Lean PO

25. Corporate vs. Lean PO

27. Example

28. Management

29. Management
● Goals setting
● Control
● Alignment
● Decision making

30. Management
● V2MOMs
● 1 on 1s
● Feature teams

31. People

32. People problems
● Low motivation
● Lost in
○ Process
○ Direction
○ Purpose
● Lack of
○ Skill development
○ Appreciation
○ Finance satisfaction

33. People tools
● Pink’s 4 pillars
● Brainwashing
● 1 on 1s
● Tribal Leadership
● Team building
● On boarding and exit
interview
● Recruitment and
Employer branding

34. Brainwashing
● Process
● Philosophy
● Values

39. Agile company

40. Questions?
@marekkirejczyk