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The Mindset of Managing Uncertainty: The Key to Agile Success
- 1. AW1 Concurrent Session 11/13/2013 10:15 AM "The Mindset of Managing Uncertainty: The Key to Agile Success" Presented by: Ahmed Sidky Sidky Consulting Group Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888 268 8770 904 278 0524 sqeinfo@sqe.com www.sqe.com
- 2. Ahmed Sidky SCG Inc. Ahmed Sidky, aka Dr. Agile, combines more than fifteen years of software development experience with research from his Ph.D. in agile transformation and agility assessment to guide enterprise agile transformations in Fortune 100 companies. Ahmed helps small to medium companies worldwide realize sustainable organizational agility and educates people—CEOs to developers—on the agile mindset and creating lean high-performing teams. The principal consultant at SCG Inc. and coauthor of Becoming Agile in an Imperfect World, Ahmed consults, teaches, and writes. He co-founded the International Consortium for Agile, sat on the steering committee for the creation of the PMI-ACP® certification, and is a frequent speaker at agile conferences worldwide.
- 3. The Mindset of Managing Uncertainty: The Key to Agile Success !! An Interactive Talk led by! Ahmed Sidky, Ph.D. ! !
- 5. How do we learn to be Agile?
- 11. WHY DO WE WANT TO BE AGILE ?
- 13. How we Typically build “Stuff” Idea! Design!/!Explore! the!Output! Do!Work!(Execute!/!Implement)!! !to!produce!desired!Output! Agree!on!Output! ! (what!the!customer!actually!needs) Deliver!Output! Plan!/!Procure! Get!Reward!
- 14. How do we … Know#what#to#build#when#there#is# uncertainty#about#what#to#build# Know#when#we#will#finish#when# there#are#lots#of#changes# Execute#when#you#can’t#control# the#circumstances#around# execu;on#
- 15. Lets Explore More … Idea! Design!/!Explore! the!Output! Do!Work!(Execute!/!Implement)!! !to!produce!desired!Output! Agree!on!Output! ! (what!the!customer!actually!needs) Deliver!Output! Plan!/!Procure! Get!Reward!
- 16. Not all work is the same … Task Work Knowledge Work
- 18. Exact#outcome#is## knowable#in#advance# Outcome#based#on#tangible# &#physical#components# Defined#Process# to#realize#outcome# Exact#outcome#is## not#knowable#in#advance# Outcome#based#on#intangible,## thoughts,#and#knowledge# Empirical#Process## to#realize#outcome# Knowledge work Mentality Assembly line mentality Our Mentality Towards Work
- 23. Exact#outcome#is## knowable#in#advance# Outcome#based#on#tangible# &#physical#components# Defined#Process# to#realize#outcome# Exact#outcome#is## not#knowable#in#advance# Outcome#based#on#intangible,## thoughts,#and#knowledge# Empirical#Process## to#realize#outcome# Knowledge work Mentality Assembly line mentality Our Mentality Towards Work
- 27. Continuous Change is the New Norm Outcome#based#on#tangible# &#physical#components# Outcome#based#on#intangible,## thoughts,#and#knowledge# Is#the#cost#of#the#change# smaller#than#or#equal#to#the# value#of#the#desired#change?# When!tangible!or!physical!components! are!part!of!the!building!process!(e.g.! steel,!chips,!gears,!servers,!hard!drives… etc.)!the!cost!of!change!is!commonly! high!leading!to!a!desire!to!get!it!right! the!first!Tme!and!avoid!the!cost!of! change.! When!the!outcome!is!dependent! mostly!on!intangible!components!(e.g.! so[ware,!words,!thoughts,!plans!…etc.)! the!cost!of!change!is!commonly! perceived!to!be!low!leading!to!a!desire! keep!evolving!and!changing!the! outcome!
- 28. How much can we really manage … Defined#Process# to#realize#outcome# No!creaTvity!or!“new! thought”!is!needed!during! execuTon! ! Mostly!“predictable”!actors! that!you!can!coordinate! and!control! ! It!is!possible!to!idenTfy,! define,!schedule,!and!order! all!the!detailed!acTviTes.! ! ! Empirical#Process## to#realize#outcome# CreaTvity!and!“new!thought”!is!needed! during!execuTon.!! ! Mostly!of!“unpredictable”!actors!that! you!can!not!coordinate!or!control! ! ExecuTon!can!not!be!planned!in! detailed!but!rather!by!inspect!and!adapt!! !
- 32. The Shift From Assembly Line to Knowledge Era? Exact#outcome#is## knowable#in#advance# This is Outcome#based#on#tangible# how we &#physical#components# think and manage Defined#Process# to#realize#outcome# Exact#outcome#is## not#knowable#in#advance# This is the general Outcome#based#on#intangible,## thoughts,#and#knowledge# direction Empirical#Process## to#realize#outcome#
- 33. Overtime Stress Lower Quality Work weekends Crunch testing Demotivated 32!
- 34. Cost of having a Fixed Mindset in dealing with uncertainty Never Always Often Source: Jim Johnson of the Standish Group,! Keynote Speech XP 2002 Rarely Sometimes 33!
- 37. What!is!our! established!set!of! aatudes!and!habits! towards!succeeding!when!there!is!! Uncertainty!
- 38. Fixed Mindset vs. Growth Mindset Based!on!the!work!of!Dr.!Carol!Dweck! I!believe!that!my![Intelligence,#Personality,# Character]#is!inherent!and!staTc.!Lockedc down!or!fixed.!My!potenTal!is!determined! at!birth.!It!doesn’t!change.! I!believe!that!my![Intelligence,#Personality,# Character]!can!be!conTnuously!developed.! My!true!!potenTal!is!unknown!and! unknowable.!! Fixed! Mindset! Growth!! Mindset! Avoid#failure## Desire#to#Look#smart! Avoids#challenges! S;ck#to#what#they#know! Feedback#and#cri;cism#is#personal# They#don’t#change#or#improve# ! ! Desire#con;nuous#learning# Confront#uncertain;es.## Embracing#challenges! Not#afraid#to#fail## Put#lots#of#effort#to#learn! Feedback#is#about#current#capabili;es##
- 41. Value Based Discovery The Agile Mindset towards Work Deliver!value!with! every!step!so!we! can!focus!on! learning!! Focus!on!efficient,! effecTve!and! conTnuous!learning! Lower!the!cost!! of!change!so!we! can!welcome!the! learning!
- 42. Different Types of Deliverables EffecTveness!of!feedback!! to!help!customers!understand!what!they!want! Working!System!or!! Product! Oncscreen!InteracTve!Prototypes! Screen!Designs! Wireframes! Discussions!or!Reviews! Documents! No!InteracTvity! Richness!of!Deliverable!! InteracTve!Paper!Prototypes! ROI!from!deliverable! Experiencing!the!system! EndctocEnd!! Working!System!! or!Product!
- 43. 1958:!Project!Mercury!(IID,!IteraTons,!TDD)! Gerald!Weinberg! 1970!! Royce! Waterfall! 1972c1975! FeedbackcDriven,!Large! Government!Programs! 1980!:!AdapTve! Programming! Gerald!Weinberg! 1976!:!EVO! Tom!Gilb! 1980# I | ' u i I ~ .. I s"" 1994:!Dynamic!System!! Development!Method!(DSDM)! 16!Rad!PracTToner! FormalizaTon!of!RAD! Used!mostly!in!Europe!! d ”” ! ! 1995# ~ 1998:!Crystal!Family!of!Methodologies! SituaTonal!Specific!PracTces! Alistair!Cockburn! 1990# O00@' ! I.L. ” ! 1995:!RUP!/!Unifed!process! UML!/!Architecture!Centric! Use!Cases! 1996:!!Extreme!Programming! Technical!/!Engineering!PracTces! Kent!Beck,!Ward!Cunningham,!Ron!Jeffries! ~ 'l ~ I w 1990:!Scrum! Timeboxed!IteraTons! Empirical!process!control! Jeff!Sutherland!and!Ken!Schwaber! . ~ 1986!! No!Silver!Bullet! Advantages!of!IID! Fred!Brooks! 0O° 1986:!The!New!New!! Product!Development!Game! Hirotaka!Takeuchi!and!! Ikujiro!Nonaka! R 338 “ ! I #We were present-day software #Much of doing incremental developmentprocedure 1957, in Los Angeles, acquisition as early as rests upon the under the direction of assumption can Dimsdale [at a # I believe in this Service that oneBerniespecifyHe was a IBM’s Bureau Corporation]. system Neumann, so perhaps concept, but the satisfactoryJohn von in advance, get bids colleague of for its construction, assumedbuilt, and it there, or have it it as implementation he learned think this assumption istotally install it.do remember Herb Jacobs (primarily, natural. I I described above though we all participated) developing a large is fundamentally wrong, and that many software for Motorola, where the technique risky and invites simulation acquisition problems spring used was, as far as I can tell, indistinguishable from that fallacy.# failure.# Jerry Weinberg# Fred Brooks# from XP.# ! ! ! ! I I :i] l I 1985!:!Spiral!Model! Barry!Boehm! e ~$ n |~ 8( p@@@@@@~S. “ ! Dr. Winston Royce# 1960# 1997! Feature!Driven!Development! Value!Driven! Jeff!de!Luca! 200
- 47. Agile#is#a#mindset# [that!in!so[ware!world!is]! Established!through!4!values! Grounded!by!12!principles,!&! Manifested!through!many! many!different!pracTces!! A!mindset!is!the!established!set!of! aatudes!held!by!someone! ! • Welcome Change# • Failing Early# • Build and Feedback loops # • Continuous Delivery # • Value-Driven Development # • Small value-add slices# • Learn through Discovery# • Continuous Improvement #
- 49. Agile#is#a#mindset# [that!in!so[ware!world!is]! Established!through!4!values! Grounded!by!12!principles,!&! Manifested!through!many! many!different!pracTces!! 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. # 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. # 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. # 4. Business people and developers must work together daily throughout the project. # 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. # 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. # 7. Working software is the primary measure of progress. # 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. # 9. Continuous attention to technical excellence and good design enhances agility. # 10. Simplicity--the art of maximizing the amount of work not done--is essential.# 11. The best architectures, requirements, and designs emerge from self-organizing teams. # 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. #
- 54. So[ware! Development!! ?!Values! ?!Principles! The Agile Mindset and other Domains OperaTons! ?!Values! ?!Principles! EducaTon! 4!Values! 12!Principles!
- 55. Coaching!and! FacilitaTon! Learning!! ObjecTves! The Agile Mindset to Disciplines inside Software Development Leadership! Learning!! ObjecTves! Value! Management! and!BA! Learning!! ObjecTves!
- 56. Education verses Training A view of the Doing of Agile vs the Being of Agile 9*10# 10*11# 11*12# 12*1# 1*2# 2*3# 3*4# 4*5# Day!1! Day!2! Day!3! Day!4! Day!5! Day!6! Day!7! Day!8! Day!9! Day!10! Other! IteraTon!Planning! Standcup! Demo! RetrospecTve! Release!Planning!
- 57. 22% Of people’s time is consumed by “doing agile practices” – what about the rest? 1! 2! 3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18! 19! 20! 21! 22! 23! 24! 25! 26! 27! 28! 29! 30! 31! 32! 33! 34! 35! 36! 37! 38! 39! 40! 41! 42! 43! 44! 45! 46! 47! 48! 49! 50! 51! 52! 53! 54! 55! 56! 57! 58! 59! 60! 61! 62! 63! 64! 65! 66! 67! 68! 69! 70! 71! 72! 73! 74! 75! 76! 77! 78! 79! 80!
- 58. Culture: The Organizational Ecosystem Leadership Strategy (Goals,)Measures)of)Success,)Rewards) ) (Roles)and)Responsibili?es,)Decisions,)Organiza?on) ) ) Process (Value)Chain,)Policies,)Opera?ons,)Business)Processes) ) People (Values,)Beliefs,)A.tudes,)Norms,)Habits) ) Culture' ' Structure re ltu Cu Cu ltu re ' (Style,)Values,)Habits) )
- 60. The Agile Learning Roadmap by … - Software ICP P- ICP - T e Soft w ICP - Project M P- eam F ac P-T IC i Value An ess IC ICP - E - Softw IC C ICP - Team ICP - ss Value Ma ine Co ac hi ng u ICP-B sin ICP IC p rshi de rship Leade Executive Le a utive xec ile E Ag rise Coach erp in nt Test Aut o er Lead tive ecu -Ex I CE Agi le En ter pri se ICP - Bus ise Co ac hin g ter es eT P- utomatio st A n tion ma s 11/6/13! P- Software Te stin ed g T are esti - Advanc ICP g tin D es ith TD eT w ar are Deve ftw So anc Adv ed So ar ftw So EIC ile Ag tion lita Fundamen ng tal ICP De ve lo pm en t ip rsh de sis aly ment age an ftw are Ag ile S & D oftw ev elo are D pm es en ig n t pment L velo ea De are Development ftw g ng chi oa ment lop ICE -En ter pr nt ICE -So Coac hing e ICM em A le gi nt me ge a an M ent e gem lu na Va IC M t en m ge a an anag ue al -V E Agile Team Facilitat ion & ement anag ct M roje an ile P Adv ced Pr Ag ct M oje IC -P ICE ICE-Team Coachin g ent agem Man ject ro