how not to scale agile
TRANSCRIPT
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HOW NOT TO SCALE AGILEa via negativa perspective
Tiago Garcez @tcgarcez
Agile Tour Brussels 31 October, 2014
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DID YOU SAY FRISBEE?
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IMPRESSED?I can do this all day… it’s simple
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HOW DOES SHE DO THAT?
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FL = 1/2 pv2 ACL Fy = Fg + FL
Vy = (g + (1/2m)pv2ACL)Tx
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KEEP
IT
SIMPLE,
STUPID
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DID YOU SAY “LION”?
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LION? RUN!heuristic keeping gazelles alive since… always
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I say, a lion! Let’s see: Lion escape = f(hunger, speed, pack
size, wind, terrain) Expected MaxLionVelocity = 80 km/h
Best course of action: start running NNW and then turn South…
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I say, a lion! Let’s see: Lion escape = f(hunger, speed, pack
size, wind, terrain) Expected MaxLionVelocity = 80 km/h
Best course of action: start running NNW and then turn South…
I like you… I shall call you “yummy lunch”
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Lion? Run! Gazelle Clever Gazelle
No Photo Available
a proud mother of 6 ! Yummy Lunch
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AGILE ORGANIZATIONScatch the frisbee instinctively, before it’s gone
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AGILE ORGANIZATIONScatch the frisbee instinctively, before it’s gone
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AGILE ORGANIZATIONScatch the frisbee instinctively, before it’s gone
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Heuristic: (/hjʊˈrɪstɪk/; Greek: "Εὑρίσκω", "find" or "discover") refers to experience-based techniques for problem solving, learning, and discovery that find a solution which is not guaranteed to be optimal, but good enough for a given set of goals.
source: wikipedia
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AGILE MANIFESTOheuristic practices for building complex products
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SCALING AGILITYtoo complex a problem to draw a map before the trip
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VIA NEGATIVAunderstanding the Divine Good by defining what it is not
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Nassim N. Taleb
The entire idea of via negativa is that omission [avoidance of harm,
removal of drugs, corn syrup, cigarettes, gluten, carbs by fasting,
gym instructors, tail risks, etc.] does not have side effects and branching
chains of unintended consequences -hence robust. But
big corporations [evil pharma, pepsi] and consultants cannot
make money from removing; they only benefit from adding.
“Anti-Fragile” (2012)
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SCALING AGILEmoving Agile beyond the Team level
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SCALING AGILEmoving Agile beyond the Team level
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SCALING HEURISTICS VIA NEGATIVA STYLE
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects
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PROJECTS ARE FINITE GAMESencourage short-term thinking and competition
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PROJECTS BREED POLITICSfocus is no longer on value, but on internal expectations
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning
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RESOURCE PLANNINGlike crack to managers who love solving puzzles
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GROW TEAMS INSTEADit’s harder, but ultimately more valuable and sustainable
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency
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EFFECTIVENESS > EFFICIENCYthe objective is getting the baton around the track
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user
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USER > CUSTOMERdelighting users is the only true competitive advantage
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence
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INVEST IN CRAFTSMANSHIPmake sure you can land, before you try to fly
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence 6. Stop with traditional management career paths
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ALIGN CAREERS & CRAFTthe “Peter Principle” will kill agility
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence 6. Stop with traditional management career paths
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence 6. Stop with traditional management career paths 7. Don’t scale process
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CULTURE > PROCESSdon’t focus on processes, scale trust and purpose instead
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence 6. Stop with traditional management career paths 7. Don’t scale process
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence 6. Stop with traditional management career paths 7. Don’t scale process 8. Don’t scale unless you have to
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SCALING IS UNNATURALmaybe there are safer options?
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– Bill Gore (Gore & Associates)
“We found again and again that things get clumsy after 150 people”
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SCALING HEURISTICS VIA NEGATIVA STYLE
1. Stop doing projects 2. Stop doing resource planning 3. Don’t focus on efficiency 4. Never forget the user 5. Don’t scale technical incompetence 6. Stop with traditional management career paths 7. Don’t scale process 8. Don’t scale unless you have to
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SO WHAT DOES AGILITY AT SCALE LOOK LIKE?
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(insert your drawing here)
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just don’t forget what NOT to do!
(insert your drawing here)
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Tiago Garcez @tcgarcez www.slideshare.net/tgarcez
Thank You !
www.agilar.org
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REFERENCES• “Joy, Inc.” (Menlo Innovations, CEO Richard Sheridan)
• “Anti-Fragile”, Nassim N. Taleb
• Ken Rubin, “Economically Sensible Scrum” (SGNOLA Keynote) https://www.youtube.com/watch?v=PcePFHD_p70
• “The Dog and the Frisbee”, Andrew G Haldane (speech 31/08/12) http://www.bankofengland.co.uk/publications/Documents/speeches/2012/speech596.pdf