taking flight agiledc 2014
TRANSCRIPT
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Taking Flight
From Aspiration to
Transformational Action
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Your Aviator…
Software Leadership Coach w/24 years IT Experience/23 years S/W Development
21 years Management Experience
Deming, Reengineering, Agile/Lean
Military/Federal(Inside & Outside)
Product Companies
Multiple Industries
16 years Acquisition Experience
Active Agile Community Member(Agile Coach Camp/Agile Influencers of DC)
(GLASScon/LeanCoffeeDC)
Lean Start-up & Product Mgmt
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WHYWHATHOW
Want better results for our business (& us)
Change to get these results
Operationalize & sustain change
Agile Transformation (Transition, Adoption, etc.)
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Agile Transformation is
strategic innature.
(Transition, Adoption, etc.)
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Top 2 Reasons Agile Projects Failed
Company philosophy/culture at odds w/core agile values
External pressure to follow traditional waterfall processes
Ability to Change Org Culture 53%General Resistance to Change 42%Trying to fit Agile into into non-Agile framework 35%Personnel w/Agile Experience 33%Management Support 30%
Top 5 Barriers to Agile Adoption
Sources: VersionOne State of Agile Survey 2013
Culture
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2012Ability to Change Org Culture 52%General Resistance to Change 41%Trying to fit Agile into into non-Agile framework 35%Personnel w/Agile Experience 33%Management Support 31%
Top 5 Barriers to Agile Adoption
2011Ability to Change Org Culture 52%Personnel w/Agile Experience 40%General Resistance to Change 39%Management Support 34%Project Complexity 30%
2010Ability to Change Org Culture 51%General Resistance to Change 40%Personnel w/Agile Experience 40%Management Support 34%Project Complexity 31%
Sources: VersionOne State of Agile Surveys 2010-12
Culture
Culture
Top 2 Reasons Agile Projects Failed
Company philosophy/culture at odds w/core agile values
External pressure to follow traditional waterfall processes
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“Culture eats Strategy for breakfast.”- Peter Drucker
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Culture
Behaviors That Are Not Tolerated
Tolerated Behaviors
Preferred Behaviors
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We’ll start
3 modelswith
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Accredited to Michael Sahota & Olaf Lewitz
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Collaborative Control
CompetencyCultivation
Schneider Cultural Model
Rea
lity
Ori
ente
dPo
ssib
ility
Ori
ente
d
People Oriented Org Oriented
The Reengineering Alternative, William Schneider
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Using the Schneider Model
• Plot organizational characteristics onto its grid– Subjective in nature (acknowledgement)
• Where the largest cluster occurs, this is your dominant culture
• You may have “sub-cultures” that are different• A culture may straddle borders• A new organization may not yet have a dominant
culture• Recommend also plotting where you want your
dominant culture to be…
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Adapted from Dr. Ahmed Sidky’sUnlocking the Blackbox of Agile
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Culture Habits Decisions
Evolutionary Theory of Economic Change,Richard Nelson & Sidney Winder, 1982
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Many ‘solution’ decisionsare captured in
the organizational
and its
paths
structure
communication
Conway’s Law is alive and well.
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Business Value Stream(s)
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Business Value Stream(s)
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Business Value Stream(s)
SDLC Value StreamSDLC Value StreamSDLC Value Stream
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Customers
Line(Mission)
Support
Strategy
Value Streamsbecome
entangledin the
hierarchy
OpsMgmt
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Customers
Line(Mission)
Support
Strategy
Value Streamsbecome
entangledin the
hierarchy
OpsMgmt
-- truly --
(Only one truly tangled value stream shown…)
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Most organizations don’t make fully rationale decisionsthose decisions are unknowingly steeped in their habits.
Evil is committed by
the well-meaning
The Power of Habit, Charles Duhigg
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Stacey Decision-Making Model
(Perception of) Understanding of Problem
Ag
reem
ent
on
Res
olu
tio
n
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Decisions Δ Habits Δ Culture
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Taking Flight Approach
• Set an aspirational target
• Examine possible routes
• Select the best route and the first waypoint(s)
– Consider each leg an experiment
– Work details/make decisions operationally
– Inspect & Adapt at each waypoint
– Make course corrections
– Squadron mates
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Establish an Aspirational Vision of your future
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Aspiration :: (noun)
1. strong desire, longing, or aim; ambition
2. a goal or objective desired
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End State :: (noun)
1. The set of required conditions that defines
achievement of the commander's objectives.
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Aspirational vs End State
• Any end state you choose may be wrong (don’t use BUFD for your Org Change)
• No defined end state = never done assists mindset Δ– Revisit aspiration and progress towards it regularly
– Use interim states that move you in the right direction and are more concrete
– Continual experiments/Contained failures
– It’s how you apply Product Thinking to your organization
• Aspirations can more easily balance between the soft and hard skills needed
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In terms of
A vision
AspirationsOrganizational Transformation,
are…
not too complex
The set of characteristics based on this vision
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Why is Setting an Aspiration Important?
• Cast what the transformation means to the organization; personalize it – includes a ‘business’ (or mission) view
• Determine what the most relevant principles from Agile (or Lean, or Craftsmanship) mean to the organization
• Guides decisions within the organizations; achieves alignment (including the business)
• Provides guidance for course corrections once we go in-flight
Avoids Imposed Agile…
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Who are thecustomers
of your organization’s
change effort?
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The
in the people
organization
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4 Types of Co-Creation (mapped to Culture types of Schneider Model)
Collaborative Cultivating
Competency Controlling
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Howdo I
determine
which one?
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By Asking…
Controlling Invitation/Mandate to ‘Influencers’
Competency Invitation/Inclusion of Relevant/Knowledgeable
Collaborative Invitation for Those Interested
Cultivating Invitation/Reachout to Network of Interest
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4 Types of Co-Creation (mapped to Initial Engagement Activities )
Open Space Open Space|World Café
Workshops|World Café Workshops
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Lots of Approaches to Creating One
Lego for Serious Play
KrisMap
Vision Statements
Cover Story Innovation Game
We want common agreement & understanding…
Participatory Creation > Clear Communication > Proclamation
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“Deliver business value daily.”“Constantly improve delivery,reducing waste and through new ideas.”
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Collaborative Control
CompetencyCultivation
Aspiration on Schneider Cultural Model
Rea
lity
Ori
ente
dPo
ssib
ility
Ori
ente
d
People Oriented Org Oriented
Collaborative
Innovative
Resourceful/Can-DoOptimistic
Pragmatic
Adds Value
Cost ConsciousConsiderate
Organized
Risk Taker
Responsive
Decisive
FlexiblePositive Attitude
Sense of Humor Speedy
Stamina
Motivated
Integrity
Reader
Focused on Business Results
Confident
Empathetic
Reliable
One Voice
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we have a
how do weTarget Aspiration,
Now that
incremental step?determine
the next
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the Current State
Understand
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Lots of Approaches to This Too…
Process Models
SWOT Analysis
Customer Personas
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation
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AspirationStarting
Point
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and
Operational ActionsPrioritize
Determine
toachieve
the Next Statecongruent
Visionwith the
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Takesimple
stepsP
PSimple does not imply easy…
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Lots of Approaches to This Too…
Forcefield Analysis
Strategy Maps
Priority vs Energy Exercises
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation
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Goal: Roadmap of Prioritized Δsfor
Incremental, Relative Improvement
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Current State
Aspiration
Next State
Process Δs
OrgStructure
Δs
NewPractices
Habit Δs
Adapted from Organizational Transitions,by R. Beckhard & R.T. Harris
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Many Things to Change Depending on What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Support Networks
• New Practices
• New/Streamlined Processes
• Rewards for Δ in Behaviors
• Create/Eliminate Ceremonies
• New Habits The Hardest to Do
& the most crucial
Some ofthese will be Experiments
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Decisions Δ Habits Δ Culture
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Find Key Practices to avoid being eaten…Habits
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What Might Be Some of the Habits We Want to Change?
• Ways meetings are conducted
• Ways meetings are scheduled
• How managers give feedback
• What agreements are explicit or implicit
• How decisions are made and owned
• Whether people show vulnerability
• How people learn new skills Use as an example
Note: want org habits reinforcing an Agile mindset
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Habit Loop
Habit
Trigger RewardCraving
The Power of Habit – Charles Duhigg
OldNew
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Training
Need to Know
Something NewRecognition
Craving
For
Recognition
Example Org Habit Around Training
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Training
Need to Know
Something NewRecognition
Craving
For
Recognition
Example Org Habit Around Training
self-study/experimentation=Learning
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Finding Leverage Points
• The habit to change is formal training to learning
• Step 1: Habit Loop Causality Diagram
• Habit Loop will reveal underlying complexity
– More Steps
– Reinforcing Loop
• Step 2: Look for Limiting Conditions & Side Effect Loops
self-study/experimentation=
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Training
Request
Need to Know
Something New
Recognition
Formal
Training
Full Causal Diagram
Fulfill IDP or
Certification
Easy to
Measure
Statement
of Intent
Self-Study
Experiment
Absorb
& Share
Learning
Learn the
Lingo to
“Look Smart”
Get By/
Impress
Lack of
Failure
Shows
Vulnerability
Avoids Showing
Vulnerability
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Current State
Aspiration
Next State
Process Δs
OrgStructure
Δs
NewPractices
Habit Δs
Manage the Δ
Adapted from Organizational Transitions,by R. Beckhard & R.T. Harris
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“No plan survives contact with the enemy.”
- Helmuth von Moltke the Elder
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Inspect + Adapt
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Value Stream(s)
Org
Retro
What So What
Now
What
Measures
Retrospectives for Organizational Change,Jutta Eckstein
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Org
Retro
What So What
Now
What
Gather Data
Generate Insights
DecideData
(Measures/
Perspectives) Execute Δs
Open
Close
Value Stream(s)
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Status Quo
New Status Quo
disruption amount
disruption time
Satir Change Curve
A detailed depiction of the Satir Change model -http://stevenmsmith.com/ar-satir-change-model/
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How can we promote Sustainable Change?
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Definitions
Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable
Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation
“Change Capacity”
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To-Do In Work Done
Organizational Change CapacityWIP Limit =
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+
=limit to change
> disruption amount Capacity is the WIP
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+
net effect time
tolerance to time-lagdefined by environment
=
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+net effect
time balance limit vs lag
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AspirationStarting
Point
Promotes
Restricts
Promotion/Restriction based on Limits to Organizational Change
by Herbert Kaufman& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement
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AspirationStarting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
Employee Indoctrination
Successes Only
Promotion/Restriction based on Limits to Organizational Change
by Herbert Kaufman& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement
Specialized Silos
Group Think
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Current State
Aspiration
Next State
Process Δs
OrgStructure
Δs
NewPractices
Habit Δs
Manage the ΔΔ Kanban
Δ Validation Board
Adapted from Organizational Transitions,by R. Beckhard & R.T. Harris
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Determinethe
Change Domain
Make change,Monitor for results
Retrospect,Decompose
Experimentfor Solutions
Solve, Observe patterns
Cynefin Framework, David Snowden
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Next Up In-WorkBacklog Complete
Transformation KanbanReady Measure Done
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Next Up In-WorkBacklog Complete
Transformation KanbanReady Measure Done
BasedOn Org
Capacity
BasedOn Org
Capacity
BasedOn
Org &Capacity
To Measure
BasedOn
Org &Capacity
To Measure
BasedOn Org
Capacity
Organizational WIP
Team has• Capacity• Charter• Measures• Expected
Outcomes
Team has• Completed
Actions
Team has• Measured
Results
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How do we figure out how much change to pull?
1. Hypothesis use communications paths as a starting point; • capacity = comm paths
N ppl involved• hierarchy comm paths = direct report lines• team comm paths = ∑(1+…+N-1)• can have hybrids
2. Modified by Team Size
3. Multiplied by reinforcing loops
4. Consider like mid-size “story” (in terms of points); every org will be different & large single changes can out-strip capacity and need to be broken down
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Team Size
5 9 157
“Is Five the Optimal Team Size?”, infoQ, Vikras Hazrati & Jurgen Appelo on http://noop.nl
Scrum teams 7 +/-2
S = ƒ({P},E)where, P = personalities
E = environment
5 Best for deep comm, 15 most for deep trust, 150 most for comm
≥ 1≤1 <1
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Change Multiplier
Hire for diversity
Display transparency in decisions
Allow experimentation
Establish clear vision ≥1
Punish failure
Decisions made w/littleno input
Hire yes people <1
Safety
Only concern: people’s performance
on the job
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Validation Board
Assumptions
Benefactor
Issue
Solution
P1 P2 P3 P4 P5
Riskiest Assumption
Experiment
Result
Invalidated Validated
Hypothesis
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Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet, form a triad
– Third person holds the commitments of the other two to each other accountable
• Grow network as pairs/triads
– Net-Map Technique is a great tool here
Triads come from The Culture Game by Daniel MezickNet-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
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Leadership
• Servants to their teams
• Provide the right environment– Transparent
– Cooperative
– Enabled
– Empowered
• Tell stories: – Where we have been
– Where we are going
– Both successes and failures
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of
andHidden Assumptions
Biases
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A Couple of Typical Biases or Assumptions
• People just don’t want to change– So explain to me why people will take up a new hobby
later in life or move across country? (Hint1: it is in their interest – find mutual desire)(Hint2: involve them)
• Agile has issues scaling to large programs– Why do you have a program? Could this be solved in a
different manner with sets of smaller applications?(Hint1: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions)(Hint2: descale to individual applications before adopting a scaling framework – scale agility not the organization)
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Adding Bureaucracy
Will Not Create Success
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Most Programs
Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
Tend to be here!
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Most PoliciesTend to be here!
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Agile TeamsTend to be here!
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Complicated + ComplexOverrides Ordered + Simple
+ =Process Team Result
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…
1
2
3
n Worse Case
Best Case
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Strive to decomplicate…Help teams operate as simple and ordered as possible.
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Apply the pants principle…Simple process adopted by the team doing the work in a simple structure.
+Process Team
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Customers
Strategy
Value Streamsyour
Detangle
OpsMgmt
Line(Mission)
Support
Line(Mission)
Team
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Customers
Strategy
Value Streamsyour
Detangle
OpsMgmt
Line(Mission)
Support
Line(Mission)
Teams
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Customers
Strategy
Value Streamsyour
Detangle
OpsMgmt
Line(Mission)
Support
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Customers
Line(Mission)
Teams
SupportServices
Strategy
Value Streamsofa Network
PortfolioSupport
to
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CustomersLine
(Mission)
Support
Strategy
Value Streamsofa Network
PortfolioSupport
to MeritocraticAutonomousTeamEnvironment
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What is MATE?
Meritocratic
Autonomous
Team
Environment
Assessed by peers based on Biz Value Stream
Teams make their own Decisions
Primary structure is the team
Teams have the support needed to be successful
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Drawing: Alex Hughes
Δ
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Thanks!and
Have aGood Flight!
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Government Lean-Agile Software & Systems Conference
GLASScon
Stay tuned at http://glasscon.usAnd on Twitter: http://twitter.com/GLASScon4gov
Coming Nov 2014
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Paul M. [email protected]
[email protected]@paul_boos
703-307-4322 (mobile)
Look for a ‘workbook’ on this in the near future…