Tag Archives: agility

Review: DevOps a business perspective

9789401803724-480x600Oleg Skrynnik wrote the book DevOps a business perspective. It’s the core literature for the EXIN DevOps Foundation certification and gives a good overview of DevOps.

Definition DevOps: “DevOps is an evolution of the ideas of agile software development and lean manufacturing, applied to the end-to-end value chain in IT, which allows businesses to achieve more with modern information technology due to cultural, organizational and technical changes

The book is built around 6 chapters. The first chapter explains DevOps in general. Next, we get key facts and challenges of lean production and agile as the foundation for DevOps. Followed by an explanation of the five DevOps principles.in a next chapter DevOps is compared with traditional practices and 10 DevOps practices are explained and ends with the practical application of DevOps.

The evolution of Agile software development methods created the need for a new approach to IT management. Management of IT infrastructure as a code enabled by virtualization and cloud computing provided the opportunity for the same new approach to IT management. This new approach was the inspired emergence of DevOps.

Why DevOps:

  • reduce time to market (business idea testing, hypothesis evaluation)
  • Reduce technical debt (the debt occurs when a programmer chooses a non-optimal way to solve a problem in order to shorten the development time)
  • Eliminate fragility (fragile systems first and foremost need stability, they need to be changed as little as possible, and changes should be carefully checked both before and after the intervention)

DevOps is based on five principles:

  • Value stream. Creating value in response to a customer’s request
  • Deployment pipeline. The most automated transition of changes through all steps of the value stream, starting from the Development is complete’ point, down to ‘Deployment into operations’ (including continuous integration, delivery and deployment)
  • Everything should be stored in a version control system: source code, tests, scripts, artifacts, libraries, documentation, configuration files, development tools
  • Automated configuration management. Any changes to any environment can be made only by scripts stored in a version control system
  • The Definition of Done. Creation of new functionality is done only when the application is running in the production environment and all the assembly, testing and deployment activities are done automatically.

Ten DevOps key practices:

  • Unusual teams: not a temporary construct, responsible for a small domain, full time, cross-functional, small, versatile professionals, self-organizing, collocated, responsible for the tool in use
  • Work visualization: helps to build a pull system, improves visibility of tasks in progress, remaining amount of work, prioritization, reduces the number of hand-offs and helps to identify inefficiencies
  • Limit the WIP: helps to build a pull system, improves estimating of the lead time, identification, visibility, evaluation and elimination of constraints, decreases specialists’ work interruptions and work re-scheduling
  • Reduce batch size: reduces total amount of work, lead time and number of defects, and improves the rhythm of the flow, the quality of the products
  • Mind the operational requirements: the product owner as interested in the fully operational IT system, including both functional and other (or operational) requirements
  • Early detection and correction of defects: testers develop tests and the test environments correspondent to the production environment as accurately as possible to support fast detection of defects
  • Managed, not controlled improvements and innovations: banning any normal work during the time allocated for improvement, Kaizen Blitz (with a very definite and tangible result), hackathons
  • Funding that enables innovations: funding of products rather than projects would be more appropriate, and this means a completely different way of budgeting and resource planning
  • Task prioritization based on cost of delay divided by duration
  • Continual identification, exploitation and elevation of constraints

The last chapter describes some practical applicability and limitations of DevOps, consequences when using COTS (Commercial Off-The-Shelf), an evolving architecture towards a microservice architecture, DevOps and ITSM, Cargo Cutting (thoughtless copying), start where you are, progress iteratively and use a value stream as the core for DevOps.

Conclusion: If you want to understand what DevOps really means, this is a good book to start your journey and bring it into practice.

To order: DevOps a business perspective

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Review EBM Evidence-Based Management Guide

schermafdruk 2019-01-19 17.32.18The Evidence-Based Management Guide was developed by Ken Schwaber, Christina Schwaber, Scrum.org, the professional Scrum Trainer community and the Engagement Manager community.

EBM is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both.

EBM consists of four Key Value Areas (KVAs):

  • Current Value (CV): Reveals the value that the product delivers to customers, today
  • Time to Market (T2M): Expresses the organization’s ability to quickly deliver new capabilities, services, or products
  • Ability to Innovate (A2I): Expresses the ability of a product development organization to deliver new capabilities that might better meet customer needs
  • Unrealized Value (UV): Suggests the potential future value that could be realized if the organization could perfectly meet the needs of all potential customers

qrc (evidence-based management, 190119) v1.0To download: qrc (evidence-based management, 190119) v1.0

To produce genuine and long-lasting improvements the guide explains a five-step learning loop:

  1. Quantify Value
  2. Measure KVMs (Key Value Measure)
  3. Select KVAs to improve
  4. Conduct practice experiments to improve targeted KVAs
  5. Evaluate results

In the appendix an overview of KVMs, clustered by KVAs, and how to measure them.

Conclusion an easy to read guide to get a better understanding of business value, how to measure and how to improve it.

To download the guide (for free): Evidence-Based Management Guide

Recensie: Wendbare strategie op één A4

9789089654311-480x600Ondertussen zijn al vele canvassen verschenen. In het boek Wendbare strategie op één A4 beschrijft Sjors van Leeuwen het wendbaarheidscanvas.

Het wendbaarheidscanvas is een hulpmiddel, denkmodel en ‘praatplaat’ om het begrip wendbaarheid handen en voeten te geven. De auteur geeft aan dat er geen voorgeschreven volgorde tussen de 11 bouwstenen van het canvas is. Via de bouwstenen externe gerichtheid, rolling strategy, innovatie, merk en klant vindt de afstemming met de continu veranderende omgeving plaats. quote (wendbare strategie op a4)De bouwstenen kompas, scope en leiderschap zorgen voor een heldere koers en slagvaardigheid. De bouwstenen businessmodel, werkorganisatie en technologie vormen de ‘motor’ van de organisatie, die snel en flexibel aangepast moet kunnen worden. Per bouwsteen krijgen we een uitgebreide toelichting, verschillende binnen de bouwsteen passende technieken en voorbeelden uit de praktijk. Ieder bouwsteenhoofdstuk sluit af met een samenvatting en een set canvasvragen die je helpen om de discussie te voeren. Binnen deze 11 bouwstenen krijg je in totaal 43 wendbaarheidsknoppen op basis waarvan je meer of minder wendbaar kan zijn.

Het wendbaarheidscanvas;wendbaarheidscanvas

De 11 bouwstenen:

  • Kompas: Waar gaan we heen en wie gaat mee. Visie, ambitie, waarden en een goed verhaal
  • Scope: Hoe groot is de transformatie-opdracht. Wat betekent wendbaarheid voor onze organisatie. De breedte, diepte en toegevoegde waarde van meer wendbaarheid op organisatie, portfolio en/of operationeel niveau
  • Leiderschap: Goed voorbeeld doet volgen. Van functies naar rollen, sturen op strategische doelen, prioriteiten stellen
  • Externe gerichtheid: Wat gebeurt er om ons heen. Snelheid van signaleren (reactietijd), de snelheid van reageren en beslissen (actietijd) en de vertaling van signalen (ontwikkelingen en trends) naar bruikbare inzichten en initiatieven?
  • Rolling strategy: Flexibel inspelen op veranderingen. Je kijkt vijf tot tien à twintig jaar vooruit (visie en ambities) en redeneert terug naar nu (huidige situatie), vervolgens bepaal je wat je op de korte en langere termijn wilt bereiken
  • Innovatie: gericht verbeteren en vernieuwen. De keuze voor open en klant gedreven innovatie, het omgaan met verbetering (exploitatie) én vernieuwing (exploratie) en de keuze voor first mover of fast follower
  • Businessmodel: Van strategie naar praktijk. Het aanpassingsvermogen van het businessmodel kun je versterken met netwerkstructuren, modulaire processen en continu verbeteren, maar je moet daarbij wel in control blijven
  • Werkorganisatie: Bevlogen teamwork vormt de basis. Om snel te kunnen handelen worden taken, verantwoordelijkheden en bevoegdheden zo laag mogelijk in de organisatie belegd, en gedelegeerd naar resultaatgerichte en zelforganiserende eenheden die op een agile manier werken
  • Technologie: Design for agility. Een flexibele enterprise-architectuur met verschillende soorten businessapplicaties (backoffice-, frontoffice- en innovatieprocessen) en een plug-and-play infrastructuur op basis van standaardisatie, modularisatie en integratie
  • Merk & Klant: Win hart (emotie), hoofd (ratio) en routine (onbewuste). Hoe kan men verbeteren in love to buy, easy to remember en easy to buy)

Conclusie: Het boek maakt op een overzichtelijke wijze helder wat wendbaarheid inhoudt voor een organisatie en hoe je als organisatie meer wendbaar kan worden. De titel suggereert dat we op één A4 een wendbare strategie kunnen vastleggen en hanteert hiervoor het wendbaarheidscanvas. Het boek maakt dat wat mij betreft niet waar. Om het canvas te kunnen gebruiken had wat mij betreft de positionering van verschillende onderdelen op het canvas meer met elkaar in lijn gebracht of geclusterd kunnen worden. Ook had ik graag een paar ingevulde canvassen willen zien. Nu is het beschreven canvas niet meer dan opsomming van de 11 aandachtsgebieden en blijft onduidelijk wat er nu in het canvas ingevuld moet worden. Sterker nog, bij een aantal bouwstenen wordt weer verwezen naar werkwijzen waarbij een canvas, wederom omschreven als een hulpmiddel op één A4, voor die specifieke bouwsteen moet worden ingevuld (b.v. Waarde Propositie Canvas, Business Model Canvas).

Bestellen: Wendbare strategie op één A4

A birds eye view on the agile frameworks forest

Some years ago, you could say “Scrum is agile” and ask “is agile Scrum?” Now we know there is more flesh on the bones. At this moment there are more than fifty known and less known agile frameworks available. To get a first impression of the different frameworks, I try to bring some structure in the jungle to methods and frameworks. In Figure 1, I position the best-known agile frameworks in a structure. The frameworks are positioned within the ‘One-time programs / projects’ sections or within ‘Business as usual’ / indefinite, or both.

grasp session (scaling agile, 190110) v1.1

Fig. 1 Overview agile framework[1]

On the other side the frameworks are clustered around team, product or programme and portfolio level. In the dark blue boxes in Figure 1 we see agile frameworks that are only applicable in IT-focused organizations. All other frameworks can be used within IT and non-IT-oriented organizations (light blue coloured). I haven’t mapped all the known frameworks in this figure, and to be honest, I think there is a lot of duplication and probably commercial drivers play a role too to ‘develop’ the next kid on the block without added value in comparison with the existing frameworks.

The team level, including Scrum and Kanban, is applicable in both IT-oriented and non-IT-oriented products and services development and operations. The engineering level focuses specifically on IT-oriented product development. The one-time, temporary projects and programme frameworks are suitable for both IT and non-IT. The permanent umbrella frameworks (both product-targeted and team-targeted) focus specifically on IT and product development and the business-targeted frameworks help organisations to increase their agility.

Teamlevel

If we start at the team level in Figure 1, then we see of course Scrum as described by Ken Schwaber and Jeff Sutherland in their Scrum Guide. In addition, you will see frameworks such as Kanban (as described in the Kanban Guide for Scrum Teams), Scrumban and DevOps or BusDevOps. The team level can be used both within the IT environment and the non-IT environment. At this team level we can position the following IT frameworks too: Crystal family (developed by Alistair Cockburn with Crystal Clear and Crystal Yellow, Orange, Orange Web, Red, Maroon, Diamond, and Sapphire), Rapid Application Development (RAD developed by James Martin), Adaptive Software Development (ASD by Jim Highsmith, Sam Bayer), Agile Unified Process (AUP) as a simplified version of Rational Unified Process (RUP) which was superseded by Disciplined Agile Development (DAD) which was superseded by Disciplined Agile (DA). If you want to deliver quality as a team within the IT world, only following these frameworks is not enough. To improve quality and minimize technical debt (e.g., inefficient code due to many iterative adjustments), you could make use of eXtreme Programming (XP, developed by Kent Beck, Ward Cunningham, and Rom Jeffries) with Pair Programming, Acceptance Test Driven Development (ATDD), Test Driven Development (TDD), Behaviour Driven Development (BDD), Feature Driven Development (FDD), Example Driven development (EDD), User Experience (UX) Design, Continuous Integration and Continuous Deployment. AgileBA delivers the techniques to perform business analysis.

 Scrum or Kanban?

When teams start working with Agile, Scrum is often chosen. An obvious choice, but the question is whether this is always the right choice. In a Roman Pichler[2] blog the link was made with the life phase of a product. During the first phase of a commercial product lifecycle, in which the commercial product is finally put on the market for the first time, the uncertainty is high, and the focus is on on-time delivery of the first market-ready product. A deadline has been set and that date must be met. During this phase, the focus of the entire team is on delivering a commercially marketable product. This development is perfect for Scrum with its iterative approach, being able to deal with uncertainty and working together on the result (the commercial product). Optionally, a second launch can take place with a next set of important functionalities, so that eventually a mature product is put on the market. During the further course of the product lifecycle, we see the amount of uncertainty and requested changes decrease. At this moment you can make good use of Kanban. In a continuous flow, User Stories can be picked up, developed and deployed one by one by individual team members.

If one looks at the often difficult transfer to production environments, the time-to-market can be shortened by properly arranging the transfer and reducing the number of transfer errors when development and production teams are merged, and the integration testing and deployment are automated (Continuous Integration and Continuous Deployment CI/CD). In this way a DevOps team is created.

Scrumban is the combination of Scrum and Kanban. In the first instance it was intended as a transitional model to switch from Scrum to Kanban and let the team experience Lean- and Kanban concepts. Nowadays it is an approach in which the team has chosen to work according to Scrum with Sprints, but to use the Kanban system to continually view and improve its working method to optimize the flow of units of work (e.g. User Stories).

Scaling up towards product- or program level

In order to be able to use an agile way of working in an organization of some size, just having individual agile teams is not enough. The agile way of working needs to be scaled up and where possible the overarching alignment needs to be institutionalized.

To institutionalize coordination, management of dependencies and integration between the different permanent agile teams within ‘the run-the-business’ / ‘business-as-usual’ side there are various frameworks available, including:

  • Nexus, as described in The Nexus Guide, is a framework for developing product or software development initiatives with three to nine Scrum Teams, in Sprints of up to thirty days. Nexus is the answer of Ken Schwaber, one of the founding fathers of Scrum, to the scalability of Scrum. It requires more than just the will and the agile behaviour of the different Scrum Teams to work together to deliver an integrated product. Nexus is based and builds on Scrum and the rules and roles formulated in The Scrum Guide. We can position Nexus over the team and program levels of SAFe, but it does not offer provisions on portfolio level.
  • Scrum at Scale (S@S, developed by Jeff Sutherland and Alex Brown) is a modular framework. The starting point at S@S is that an all-encompassing one-size-fits-all framework is not possible, but that every time we have to look at scaling of the underlying Scrum principles. The framework can be tailored for your own organization by adding the needed S@S modules. S@S builds on the well-known Scrum framework. By analogy with Nexus you could therefore say that S@S is the answer from Jeff Sutherland, next to Ken Schwaber, the other founding father of Scrum, on the scalability of Scrum.
  • Large-Scale Scrum (LeSS, developed by Craig Larman and Bas Vodde) is an agile framework with rules, based on principles and doing experiments. The LeSS Company offers a freely accessible knowledge base (less.works) containing the integrated approach, principles, process descriptions, definitions, roles, examples, et cetera, for large-scale, mainly IT-related, product development. Transparency is also a key concept within LeSS. The first version dates from 2005 and since then, work is constantly being done on the use and further development of LeSS.
  • Scaled Agile Framework (SAFe, developed by Dean Leaffingwell) is a framework to enable scaling up of agile teams in order to create better systems, create higher employee engagement and make use of correct cost considerations. This is the mission of the scaled agile organization and of the founder of SAFe, Dean Leffingwell. The scaled agile organization offers a knowledge base that is freely accessible to everyone (www.scaledagileframework.com) with an integrated approach in the form of process descriptions, definitions, roles, examples, etc. for Lean / Agile product development. SAFe is based on five core competences: Lean-Agile Leadership, Team and Technical Agility, DevOps and Release on Demands, Business Solutions and Lean Systems and Lean Portfolio management.

Figure 1 (see the ‘Business as usual’ / indefinite block), makes use of a division between product and team targets, namely on the basis of cooperation, if necessary, of teams or not. Or with other words, can the individual teams work autonomous (team focus) or do they have to work together to deliver a new or modified product (product focus). The fore mentioned frameworks all relate to examples where multiple teams work on a single complex product or value stream (product targeted frameworks). Not visual in the figure several frameworks make a distinction between products where you are working together in with a maximum of nine teams (in total the team of teams must not exceed the Dunbar number of 125-150 people) and a team of teams of teams (e.g. SAFe large solutions, Nexus+, LeSS Huge).

The other group concerns frameworks to support IT departments that have to maintain dozens or hundreds of applications or services, whereby the dependencies between the teams are minimal (multiple team targeted frameworks). Here the Spotify model (developed by Henrik Kniberg, Anders Ivarsson and Joakim Sundén) can be positioned, but also Scaled Agile Lean Development (ScALeD, developed by Peter Beck, Markus Gartner, Christoph Mathis, Stefan Roock and Andreas Schliep). For both groups, there are essential interfaces between the teams in areas such as data integrity, security and architecture that may not or sometimes will ask for coordination when implementing changes.

In addition, there are many, less known, frameworks that can offer support at the product level, including Agile Integration Framework (AIF), Agile Team Portfolio Management (AgileTPM), AgilePath, Continuous Agile, Disciplined Agile (DA), Enterprise Scrum, Enterprise Agility, FAST Agile, RAGE, Surge, XSCALE, Industrial XP, and AgileDS.

On the left side of figure 1 we see the one-time projects and programs as part of ‘change the business’. Here a distinction is made between projects and programs. Within the project block we see three frameworks and/or methods, all three of which are a further development of the more traditional project management frameworks:

  • Agile Project Management (AgilePM, which is derived from DSDM);
  • PRINCE2 Agile (derived from PRINCE2 from AXELOS)
  • PMI-ACP (in addition to the PMBoK Guide of PMI)
  • Project Half Double (Project Half Double is run by a community of dedicated project management practitioners who are passionate about what they do)
  • Agile Project Management (APM), not mentioned in the figure, can be positioned here too.

On the program side we see:

  • Managing Successful Programs (MSP from AXELOS) that is very agile in itself with the step-by-step growth (via tranches) towards the intended goal (and connects to PRINCE2 (Agile)) and
  • AgilePgM (Agile Program Management of Agile Business Consortium) that connects with AgilePM on the one hand and is comparable with MSP on the other hand.

Praxis covered the portfolio, programme and team levels. Praxis is a free framework for the management of projects, programmes and portfolios (based on PRINCE2, MSP, MoP, AgilePM and other frameworks). It includes a body of knowledge, methodology, competency framework and capability maturity model. The framework is supported by a knowledgebase of resources and an encyclopaedia.

Portfolio management level

Traditional portfolio management focuses on ‘change the business’. In the previous chapters it has become clear that more and more changes are being handled by the line organization, that is to say: by the permanent agile teams. This means that portfolio management must now also provide an overview of what takes place in ‘run the business’ / ‘business as usual’ for to be implemented change initiatives. Existing portfolio frameworks such as Management or Portfolios (MoP from AXELOS) and Standard for Portfolio Management (SfPfM from PMI) only cover the change-the-business part. Agile Portfolio Management (AgilePfM from ABC) covers ‘run the business’ / ‘business as usual’ as well as ‘change the business’.

In addition, there are a number of agile frameworks that also include a portfolio management component:

  • SAFe offers a portfolio management layer to control ‘run the business’ / ‘business as usual’ permanent team(s) of teams.
  • Disciplined Agile (DA) offers a portfolio process in which, in addition to projects, a number of ‘run-the-business’ / ‘business-as-usual’ aspects are taken into account, such as the permanent teams and the operational management of existing IT solutions.
  • Scrum @ Scale contains modules Strategic vision and Organizational development to which portfolio management can be related.
  • Spotify also provides its own portfolio management approach with its strategic planning.
  • AgilePfM use some basic concepts of an innovation hub, an agile portfolio process, maturity of the initiatives within the portfolio as well as horizons for an agile portfolio.

At the moment (Jan’ 2019) there are no mature portfolio management frameworks that include ‘change the business’ as well as ‘run the business’ / ‘business as usual’. AgilePfM was launched by the Agile Business Consortium (previously DSDM Consortium) as part of their Agile Business Change Framework. However, it is becoming increasingly clear that the overarching agile portfolio management principles are based on frameworks like SAFe, Agile PfM and Disciplined Agile.

Business level

The business focus provides frameworks to increase business agility by changing the mindset of all staff in the organisation. What does it mean to work in an agile way? How can we make sure that the Agile Manifesto values and principles are understand and applied, and the Scrum values (courage, focus, commitment, respect and openness) are part of what we are doing? If the right mindset is in place it makes it much easier to implement an agile framework. In figure 1 the following frameworks are mentioned:

  • Open Space Agility (OSA) is a safe, pragmatic and repeatable technique for getting a rapid and lasting Agile adoption. It works with the framework you are currently using, and OSA can be added at any time. OSA is used to actively engage as many employees as possible in your Agile program.
  • AgileSHIFT (developed byAXELOS) is a framework that prepares people for transformational change by creating a culture of enterprise agility. The AgileSHIFT framework helps organizations to undergo a transformational change, to adopt a ‘survive, compete and thrive’ mindset. It will help to bridge the gap between the current and the target state (the Delta in AgileSHIFT) by embracing a range of agile, structured and hybrid approaches across the organization. The existing severe split between ‘run the business’ and ‘change the business’ will vanish.
  • Agility scales (developed by Jurgen Appelo) helps organizations achieve agility at scale from the bottom up – with measurable evidence of organizational transformation.
  • Lean Startup (developed by Eric Ries) is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, by using a minimum viable product (MVP), iterative product releases, and validated learning.
  • Holacracy (developed by Ternary founder Brian Robertson) is a method of decentralized management and organizational governance, in which authority and decision-making are distributed throughout a holarchy of self-organizing teams rather than being vested in a management hierarchy.

Not mentioned in the figure:

  • Goal Driven Agile (GDA) rests on three main pillars: autonomy, alignment and structured improvement. It’s a very simple framework and consists of only one base structure, the diamond, five roles and ten building blocks.

Already more than 50 agile frameworks and it’s still growing. The figure can help you in your agile framework selection process, but it cannot be said often enough, do not act dogmatically, see a framework not as a panacea that can be implemented out of the box. Common sense helps too to achieve more agility and probably the best route to become more agile is dividing your products and services into smaller autonomous parts and have them supported by an individual team.

To download this article: a birds eye view on the agile frameworks forest v1.1

[1] This picture is based on a simpler version in the book Scaling Agile in organizaties (Portman, 2017)
[2] Pichler, Roman, ‘Is Scrum right for your product?’, 19 september 2016, see: www.romanpichler.com

Review: Out of the maze

9780525537298-480x600Spencer Johnson wrote Out of the maze, the sequel to the #1 bestseller and global phenomenon Who moved my cheese?

This stunning little sequel will help you unlock the riddle of whatever mazes you may be facing in your own life. And not only your own life. Think about the VUCA world where business agility is key. Things that may have been true yesterday suddenly are no longer true today.

In this little book we follow Hem (the one in Who moved my cheese? who believed that the old situation would return) and his new friend, Hope, on their journey, by thinking outside the box, to find their way out of the maze. Believes are put central in this fable. It’s not only cheese you can eat; an apple will work too and when they are gone you have to choose new beliefs. During their journey we learn the following particularities about beliefs:

  • Notice your beliefs
  • Don’t believe everything you think
  • Let go of what isn’t working
  • Look outside the maze
  • Choose a new belief
  • There are no limits to what you can believe

the way out of the mazeBeliefs are powerful things. A single stubborn belief can take down an entire company (Kodak?, Nokia?, BlackBerry?). People believe that how things have always been is how they’ll always be. But it never is.

You can read this little book in less than an hour and it gives you a multitude of hours to notice, exam and test your own beliefs and not necessarily discard them to find the way out of your own maze.

To order: Out of the maze

Nederlandse versie: Breek los uit het doolhof

Spenser Johnson passed away in July 2017.

The Agile Culture Map

In one of my previous posts I reviewed The culture map by Erin Meyer. Based on this book I created a questionnaire to ask my readers the come up with their ideas where to position the agile culture on the eight scales of The Culture Map. As we know, and stated by many surveys, the top 1 reason for agile transition failures is that the organizational culture is at odds with agile values. So I was curious to see the agile culture map visualizing the differences. In this map I compare The Netherlands with the Agile culture. For other countries you will have complete different results. At this moment there are culture maps available of 67 countries.

Agile culture map results

As we can see in this comparison there are a lot of differences to take into account. In the book The Culture Map you can find approaches how to bridge those gaps. The figures from The Netherlands are Erin Meyer’s figures. The agile figures are the average figures of 29 respondents of my Agile Culture Map questionnaire. Feel free to submit your input too so we can make it even more accurate. You can find an explanation of each row in the questionnaire. See the Agile Culture Map questionnaire.

I am looking forward to your reactions if you think these differences make sense or how you want to cope with them!

 

 

Recensie: Agile

9789462762770-480x600Tijdens de laatste vakdag van KWD Resultaatmanagement sprak ik Rini en hij liet vol trots, en terecht, een geprint exemplaar van zijn nieuwe boek zien. Ook liet hij mij zien dat hij in zijn nieuwe boek drie van mijn boeken aanbeveelt als je meer over agile wilt lezen. Waarvoor uiteraard dank. Tijdens de vakdag gaf Rini een inspirerend betoog over duikboten en dolfijnen als metafoor voor agile werken. En als ik de geëmbosseerde dolfijn op de voorkant van het boek zie staan dan kan het niet anders dat ik het inspirerende betoog terug ga vinden!

In 20 hoofdstukken laat Rini je zien dat agile een mindset is die makkelijk te begrijpen is, maar in het begin erg lastig is om toe te passen.

  • agile dolfijnin het waarom, wat wanneer en hoe van agile komen we al direct de mooie duikboot-dolfijn metafoor tegen. Verder een aantal conceptuele denkfouten die agile oplost. Agile is een mindset uitgewerkt in 4 waarden en gedefinieerd door 12 principes en praktisch gemaakt in tientallen aanpakken (n.b. zie mijn boek Scaling agile in organisaties) en geïmplementeerd via oneindig veel practices. Tenslotte krijgen we aan de hand van de Stacey matrix inzicht wanneer je beter wel of juist niet agile werken moet hanteren (n.b. vergelijk het Cynefin model van Snowden)
  • Gaat het de juiste kant op biedt zeven vragen om te kijken hoe agile men is en daarnaast het nut van metrieken zoals velocity, happiness, waarde, energie, productiviteit en focus
  • In wendbaar door afmaken krijgen we zes praktijkmaatregelen om het werk sneller te maken: stel afmaken centraal, opknippen en losmaken, veel en kleine releases, alles automatiseren, volstrekte onafhankelijkheid en meet impact en opbrengsten.
  • In gevaren van agile krijgen we er acht voorgespiegeld waaronder agile werken is moeilijker dan het lijkt en de eisen aan een product owner zijn onrealistisch. Ook worden zeven misvattingen over agile uitgewerkt zoals bijvoorbeeld documentatie is bij agile niet meer nodig en agile teams hebben geen management nodig
  • In scrum of agile? wordt Scrum beschreven
  • Is agile haastwerk? geeft zeven redenen waarom agile juist kwaliteit afdwingt: ritme en regelmaat, kwaliteit is expliciet en staat vast, continu leerproces, waarde als stuurinstrument, geen grote projecten meer, automatisering van kwaliteit en autonome teams. Verder legt de auteur het belang van de Definition of Done uit
  • Agile transformaties biedt acht in de praktijk ruimschoots bewezen stappen: voer een initieel assessment uit, formuleer het waarom en de urgentie, werk een blueprint uit, bepaal de veranderstrategie, maak een transformatie-roadmap, voer de roadmap iteratief uit in sprints, meet en reviseer de roadmap en als laatste stap integreer via governance en cultuur
  • In valkuilen van agile transformaties worden zeven valkuilen beschreven waaronder het niet onderkennen van het belang van een nieuw ritme, angst om fouten te maken en alleen aandacht geven aan het proces
  • Agile cultuur biedt zeven maatregelen om een agile cultuur te bewerkstelligen: focus op het waarom, verander de context, stel zelfmanagende teams centraal, maak cultuur expliciet, wees zelf de cultuur, werk volgens een vast ritme en stimuleer dienend leiderschap. En maakt het meetbaar aan de hand van een aantal stellingen
  • Agile leiderschap gaat over het eigenaarsmodel met de twee dimensies vrijheid en volwassenheid en zeven stappen om een eigen eigenaarschap-model te maken. Ook vinden we hier een samenvatting van Rini’s businessroman De Bijenherder.
  • In agile besturing en structuur zeven maatregelen of aanbevelingen om te komen tot een agile governance zoals het werken met vast teams en het plannen van werk i.p.v. de mensen. Verder krijgen we hier een aantal voorbeelden van rigoureuze governance-aanpassingen zoals het stoppen met uren schrijven en het opsplitsen in minibedrijven (vgl. de cel-filosofie van Eckart Wintzen)
  • Product owner valkuilen presenteert negen valkuilen zoals het erbij doen, mandaat veronderstellen en op alles ja zeggen. Verder zeven zaken waarmee succesvolle product owners zich onderscheiden van een hun minder succesvolle collega’s zoals het op vele manieren nee kunnen zeggen (in febr. 2019 verschijnt 50 tinten nee – Effectief stakeholdermanagement voor de Product Owner door Robbin Schuurman en Willem Vermaak)
  • Kwaliteit door autonomie licht zeven maatregelen toe om kwaliteit bij agile te verhogen zoals alle kwaliteitschecks automatiseren en afhankelijkheid van externe partijen wegnemen
  • Hyper productieve agile teams beschrijft zowel vier randvoorwaarden voor hyperproductiviteit als zes manieren om agile teams hyper productief te maken
  • In agile op grote schaal komen zeven aandachtspunten voor het schalen van agile naar voren en een toelichting op SAFe. In het aansluitende hoofdstuk wordt de SAFe PI planning en de bijbehorende voorbereiding in zeven stappen beschreven.
  • Agile opdrachtgeverschap biedt acht vragen over agile opdrachtgeverschap en negen kenmerken van de ideale aanbesteding. Aansluitend komt de vraag naar voren of agile ook fixed-price kan zijn en vier bijbehorende maatregelen voor fixed-price agile
  • Automatiseren van herhalend werk beschrijft een aanpak en zes tips voor continuous delivery
  • Het laatste hoofdstuk beschrijft agile schatten en planning poker.

Conclusie: Fraai opgemaakt, rustige zachte kleuren en mooie foto’s. Agile is een mindset en dat spat van de pagina’s af! Het boek is doorspekt met opsommingen van valkuilen, stappenplannen, denkfouten, redenen randvoorwaarden en gevaren die de praktische toepasbaarheid van dit boek enorm verhogen. De beschrijvingen van cases bij bol.com, ANWB en Eneco consumenten helpen hierbij. Sta je aan de vooravond van een agile transitie dan is het een perfect boek om door alle betrokkenen te worden gelezen. Uiteraard ook prima geschikt om kennis te nemen van de agile mindset.

Ook leuk de QR codes aan het begin van ieder hoofdstuk (verder geen toelichting erop, of ik moet die gemist hebben, dus iets voor de nieuwsgierigen onder ons, uitproberen en dan … Hoe agile wil je het hebben. Zie onderaan twee voorbeelden).

Is er dan niets op aan te merken? Wellicht wat kleine puntjes. Het zijn nu 20 hoofdstukken waarbij de volgorde niet altijd logisch is. Wellicht had een clustering in een aantal thema’s de leesbaarheid of toegankelijkheid vergroot. Denk hierbij aan introductie agile, agile in teams en agile in organisaties. Ook vind ik dat de scrum master en agile coach onderbelicht is.

Ik kom in veel boeken over agile en ook in dit boek, in mijn optiek onjuiste, beschrijvingen van een MVP tegen. Wat meestal bedoeld wordt is een MMP. Een minimal marketable product. Een MVP is een minimale inspanning waarmee een hypothese getest kan worden en hoeft dus geen gereed en levensvatbaar product te zijn. De MVP voor de app Dropbox bestond bijvoorbeeld uit een paar powerpoint slides.

Maar los van deze paar kanttekeningen, zeg ik aanschaffen en lezen dit Agile koffietafelboek!

Bestellen: Agile

Het waarom, wat wanneer en hoe van agile(H1):

Agile cultuur (H1):