Building high performance organizations
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A Game to help people understand what it takes to build high performance organizations. The presentation only works with the game materials: https://agilepainrelief.com/notesfromatooluser/2015/11/building-high-performing-organizations-game.html
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Building high performance organizations
- 1. Building High Performance Organizations Is there a Strategy? Building High Performance Organizations Game by Agile Pain Relief Consulting is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License
- 2. Hope is not a Strategy
- 3. –Monty Python - The Spanish Inquisition “Our chief weapon is surprise...surprise and fear...fear and surprise....”
- 4. “ Improve Wisdom of the Crowd Resilience Respond to Change Sense Benefits
- 5. Sample Round 5 min Background 5 min 6 Rounds 10-15 min Debrief
- 7. Goal
- 9. Map Your Portfolio • Work Collaboratively • Find Current Work In Progress • Categorize and Map
- 11. Our Kanban Wall
- 12. Role Cards • Take In Order • Private to You
- 14. Game Setup • Take a Persona Card (keep it secret) • Feature Cards place in Portfolio • Operational Cards Shuffled and Face down • $10,000 in monopoly money shared among team • Setup Bank • Each round represents 4 Sprints
- 15. Round 1. Purchase Features 2. Place in Product Backlog 3. Purchase Operational Activities 4. Commit to Features 5. Gremlins
- 16. Round Part II 6. Work Completed 7. Customer Satisfaction 8. Record Money 9. Return Cards 10.Retrospective
- 17. Sample Round Purchase Features • Recommendations Engine $2,400 • potential value $7,500 • Story Points 30 • Wishlist $2,000 • potential value $5,000 • Story Points 10
- 18. Sample Round Place in Product Backlog • Team POs order • Wishlist, then Recommendations Engine
- 19. Sample Round Purchase Operational Activities • Draw Three Cards • Purchase: Backlog Refinement - $600 and two fewer Story Points completed this round • Recommendations Engine Split into 3 parts
- 20. Sample Round Commit to Features • Wishlist • All three Recommendation Engine Parts
- 21. Sample Round Gremlins • Draw Two Cards • Regression - reduce capacity by 5 story points • Dark Work - reduce capacity by 5 story points
- 22. Sample Round Work Completed • -2 Story Points for Backlog Refinement • -10 for two Gremlins • Work Completed - 40 its (base) - (2 Backlog Refinement + 10 Gremlins) = 28 pts
- 23. Sample Round Work Completed II • 28 Story Points complete • Record which Features complete (in order) - Wishlist (10). Recommendations Engine I (10) • Incomplete Recommendations II (2 its remain) and III (10 points remain)
- 24. Sample Round Customer Satisfaction • Wishlist – die roll: 3 – 75% of Customer Value $5,000 = $3,750 paid. • Recommendation Engine part I – die roll: 2 – 50% of Customer Value $2,500 = $1, 250 paid
- 25. Sample Round End • Spent $5,000 • Received $5,000 • Note Permanent Changes in Capacity (None) • Retrospective
- 27. Round 1. Purchase Features 2. Place in Product Backlog 3. Purchase Operational Activities 4. Commit to Features 5. Gremlins
- 28. Round Part II 6. Work Completed 7. Customer Satisfaction 8. Record Money 9. Return Cards 10.Retrospective
- 29. Gremlins
- 30. Weathervaning Exec Short Term Client Story • Mitigated by - PO Empowered to say No
- 31. Regression • Partial Mitigation • Why Agile - Quality? • Improve Engineering Practices
- 32. Support Issue • Partial Mitigations • Walking Portfolio Kanban Wall with Team • Cross-Skilling
- 33. Just Work Harder • Mitigation - Pro-social bonuses
- 34. Dark Work aka Shadow IT • Partial Mitigation - Walking the Portfolio Kanban Wall • Full Mitigation - Clarified the Vision with Your Team
- 35. Micromanagement • Mitigation - Coaching Executive Mindset
- 36. Team Member Borrowed or Poached • Partial Mitigation - Cross Skilling
- 37. Not My Work • Partial Mitigation • Cross Skilling • Pro-Social Bonuses
- 40. Lean U/X
- 41. Concept Prototype Validate Internally Test Externally Learn from user behavior Iterate Just the UX process #LeanUX | @jboogie
- 42. Power to Say NO
- 43. Hire an Additional Team
- 44. Work In Progress Limits
- 45. Clarify Vision
- 46. Clarify Why Agile - Quality • Collaborative Strategy Deployment • Hoshin Kanri
- 47. Karl Scotland - @kjscotland - #abe15 http://availagility.co.uk Increase revenue Reduce costs Reduce churn LetValueFlow BeFirstto Market GivetheBestUser Experience Reporting DevOps Product Ownership Hack Days DecreaseLead Time IncreaseNPS Increase Throughput DecreaseSupport Cases Increase% innovation
- 48. Karl Scotland - @kjscotland - #abe15 http://availagility.co.uk
- 49. Coach Mindsets
- 52. Debrief • Hindsight is 20/20 • Fragile • Risks • Many trumps One
- 53. References • Game Posted - agilepainrelief.com • Lean UX: https://agilepainrelief.com/product-owner-resources- and-references#usability • Kanban: https://agilepainrelief.com/scrummaster-resources- and-references#kanban • Prosocial Bonuses: https://agilepainrelief.com/scrummaster- resources-and-references#pay-for-performance • Portfolio Management: https://agilepainrelief.com/scrummaster- resources-and-references#portfolio-management