You know how you determine the "bigness" of your
work and establishing commitments, but how do your customers ensure you're
committing to the right thing?
Come experience relative estimation to determine value.
We'll use David Hussman's "Dude's Law" (Value = Why? / How?) to
prioritize the work.
We will share techniques for determining the
"Why?" so that you can generate a Value Index. What many people will
be surprised to learn is that they already have tools for sizing that can be
used for determining value and prioritization.
1.
Experience and learn how to apply a practical,
proven game for prioritizing your work based on value
2.
Understand that using a heuristic for valuation
is better than both gut-feel and over-engineering
3.
Understand that, as with estimating size/cost,
the real value comes from the conversation
I've done the Team Estimation Game dozens of times before
with as many teams and have done the exercise including benefit to determine a
Value Index with at least one of those teams. I also have led Program
Management teams through a very similar prioritization matrix model that
leverages the concept of Weighted Shortest Job First.
My presentation is a reflection of my own beliefs and
experiences. None of the material I present should be interpreted as an
endorsement by my employer. I have received express written permission from
David Hussman to reference Dude's Law, and I am a Certified SAFe Program
Consultant (SPC), which qualifies me to speak on their Weighted Shortest Job
First (WSJF) Framework.
Abstract:
Humans are basically moist robots. As much as we like to
think that we are logical, rational beings, we really aren't. The best thing we
can do to improve our decision-making is to influence our environment and
develop skills that will increase the odds of making the right decisions.
Beyond the techniques, practices, principles, and even
beyond the manifesto; that's the secret to Agile success. Through dialog,
games, and an open agenda, we'll explore that secret. Together we'll find the
next evolution of Agile via application of that secret.
The foundations of Agile are human centered and
scientifically backed. To get the most out of Agile and to leapfrog beyond it,
we need to understand how Agile works. It's the wiring of our social minds, the
relationships, tacit knowledge, and our predictably irrational natures that
ensure Agile success and doom all other approaches. So, what is that secret
sauce that mix of ingredients?
Information for Review Team:
Introduction (7 minutes)
We will discuss the hypothesis that influencing those
factors that determine our decisions is a more effective use of time than
simply exerting willpower to make correct decisions. We will introduce factors
of significance that we have already found and invite the audience to provide others.
Mind Mapping (50 minutes; up to 10 minutes per factor)
We will use mind-mapping to explore what we can do, as
practitioners and coaches, to increase our odds of success by influencing:
1.
Knowledge and skill-set (what knowledge, if
internalized and applied, will help us make the right choices?)
2.
Environment (How can we modify our physical
environment to make us more successful?)
3.
Chemical makeup of our bodies (What foods,
drinks, and activities make us more likely to succeed?)
4.
Removal of guesswork (What decisions can we make
when in a "rational" state that will lessen the impact of impulse
decisions when we're "irrational", i.e. conflict protocols, etc.?)
5.
Others as identified by the audience
So What? (Remaining Time)
Use the information to help those in the audience generate
actions based on their new knowledge to help their teams and organizations
succeed. This is not a theoretical exercise; this is an Inspect & Adapt
exercise rooted in human psychology.
We are prepared to adjust the presentation style depending
on the seating arrangement; we can make both work well.
Prerequisite Knowledge:
Deep experience with breathing
Learning Outcomes:
1.
Learn the success secrets of Agile embedded in
human behavior, social science, and the way we're wired.
2.
Learn to use science and human nature to go
beyond Agile.
3.
Walk out being able to use your knowledge to be
more successful with Agile.
4.
Move to the next evolution of Agile.
Presentation History:
This is a new approach that we're experimenting with
currently with small teams and leadership groups. The agenda is loose because
every group is different and responds differently; our goal is to let those
present take ownership of the meeting and take it where they need it to go.
Abstract:
We will walk through multiple examples of how to setup
visual signaling systems to replace the wasteful reports, meetings, management,
tools currently used to track, prioritize, manage, and control portfolios,
investments, programs, and projects. This talk will describe the essentials of
how IT can adapt to massive disruptions. The story comes from one of the world’s
largest companies. We've altered things to form a generic story; but the
techniques are proven, simple, working and effective. These disruptions are
constant major shifts in technology and business that have been canceling and
starting new programs / projects for years.
Big data, competitive innovation, mobility, leverage, and
fluxes in profit and loss have had huge impact over IT. Consider having to
building a data center, starting a big data pillar with hundreds of
specialists, and dropping large portions of budget all at the same time. These
disruptions cannot be planned for their adaptations in response to technology,
financials, and business changes.
To protect the innocent, this story details in this
discussion have been formed in the form of a story. However, this leverages
stories from a successful implementation of enterprise kanban at a major
retailer. The approach is so simple it may not seem realistic. But stories of
dealing flexibly with disruption are becoming common. Our stories will be
richer and will have more real without any complexity. This story leverages a
chain of values, decentralized and centralized decision-making, transparency,
collaborations, evolutionary architecture, and innovations. These form the
backbone for allowing a simple kanban system manage the flow of a flexible
approach to dealing with global, enterprise disruption.
Information for Review Team:
Ideally, this would use large post-its and sticky notes with
strings in a live demonstration. Our current system uses LeanKit; but we'd like
to present tool agnostic.
The break-out of the 75 minutes would include:
5 minutes: Introductions - A story of 5 Continuous
Crucial Conversations
5 minutes: Pre-requisites to Flexibility
5 minutes: Disruption – Innovation – Zero Click Shopping
5 minutes: A Flexible Response –Enterprise kanban in Action
5 minutes: Business Leadership - Reprioritize IT funding (Business
Investments)
5 minutes: IT Leadership – Adjust IT capacity and create big
requirements– (epics)
5 minutes: Domain Leadership - Breaks big requirements into pieces,
rank, and distribute work (sub-epics)
5 minutes: Team of Teams Leadership - Form domain teams, Break
sub-epics, and rank (features)
5 minutes: Teams - Break features into stories, Deliver solution parts
(stories)
5 minutes: Enterprise kanban as an Innovation engine
5 minutes: Enterprise kanban supported by Lean IT & Kanban
Services
5 minutes: Enterprise kanban as an Execution engine
15 minutes: Q&A
Prerequisite Knowledge:
Have to have worked in mindless, massive, and. Mismanaged
companies. Need to have intimate, firsthand knowledge of corporate waste,
stupid status and other mindless bureaucracy. Must have years of experience
trying to do the right thing while working with overly complex, boring and
unproductive program and portfolio management policies, processes, methods,
tools and people.
Learning Outcomes:
1.
Walk out being able to setup a simple, flexible
way to connect the effort of teams of teams.
2.
Trace funding, strategy and progress to value
delivery.
3.
Increase visibility and communication while
decreasing reporting, meetings, and planning.
4.
Know how to use enterprise Kanban to replace
status reports, time sheets, and management.
5.
Having talking points and examples that will
help you set your organization free of vanity metrics, over processing, and
micro management.
Presentation History:
Not formally presented outside the company internal Agile
User Group
Abstract:
Todd and Mike have both experienced the growing pains that
come from becoming Agile and helping others with the same. They had similar
experiences and learned similar lessons, but their journeys have been
surprisingly different. One took 15 years, the other took 5, and both took
longer than they had to.
This is a story of what not to do, what to do, and how do it
by not doing anything. It pulls from at least six multi-year Agile transformations
in some of the world’s largest companies. We'll share our experience in a story
that is sometimes funny, mostly true, and utterly real. We'll save you from
failures, help you see new ways of transforming yourself, teams, companies, and
cultures. Or, perhaps, we'll just provide a self-affirmation opportunity for
you to confirm that what you are doing is much more intelligent than what other
Agilists have done.
Information for Review Team:
May have to protect names to save the innocent and spend
less on legal fees. Combined transformation experience of almost 2 decades
covering thousands in major companies and consulting firms.
Prerequisite Knowledge:
Must have lead an Agile transformation of a team, set of
teams, company or, that hardest of all Agile transformations - yourself.
Learning Outcomes:
1.
Build confidence
2.
Teach you how to transform without working
3.
Help you avoid stupid transformations
Presentation History:
First time for this one. Parts shared at PMI chapter and
local Agile User groups.
Attachments:
