The Culture of Agile Change. Session 1. Culture Shock!

Transcription

1 The Culture of Agile Change Session 1 Culture Shock!

2 What will we discuss? What caused the drive for Agile? Software as Art Values & Beliefs Drivers of Behavior Anatomy of Culture Shock Square Pegs, Round Holes, Round Pegs, Square Holes Semi-Agile (Agile-ish, Agile-esque) Where do we go from here?

3 Genealogy of Scientific Management Eli Whitney Henry Gantt Frederick Taylor Henry Ford

4 Discordant Note from the Past You can not step into the same river twice; the water is always different Heraclitus 535 BC 475 BC The Only Constant is Change

5 Why the Agile Movement Got Started Modern Project Management Practice builds on these scientific manufacturing concepts Measure the steps and predict the outcome.

6 Software Development is Creative! Software Development is an act of creation More Art than Science How do you dictate/predict creativity?

7 Values & Beliefs Neuro-Associative Conditioning Values = What is important Beliefs = Tests for values Global Beliefs (Life is, People Are ) Rules (If X happens, I m successful) Tony Robbins What you value and believe drives your behavior & what you seek

8 Agile Manifesto Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.

9 Culture Shock - Definition Term generally used to refer to adapting to life in another country. Stranger in a Strange Land

10 Stages of Culture Shock Honeymoon Phase Excitement at new experiences Negotiation Phase (3+ months) Begin to experience some of the difficulties Adjustment Phase (6-12 months) Start understanding/accepting CRITICAL TIME! Mastery Phase

11 The Valley of Despair Graphic copyright 2002 P. David Elrod II & Donald D. Tippett

12 Outcomes of Adjustment Phase Full Integration Embrace new culture. Adaptive Blend Accept some aspects of the new culture, while clinging to aspects of the old Total Rejection Cannot accept new culture. Give up.

13 Becoming an Expert Graphic copyright 2006 Kathy Sierra,

14 Square Pegs Turning a Group of Individuals into an Agile Team Forming Storming Norming Performing

15 Smoothing the Rough Edges Functioning Scrum Teams Applying Agile Principles Delivering working product

16 The Agile Team vs. Traditional Process Perceived as Missing out on some Process

17 Traditional Team vs. Agile Process Weakening Agile Definitions Missing out on Some Agile Practices

18 The Grassroots Adoption Team Level: Focus on tools & processes Miss vertical cultural change They meet the cultural glass ceiling

19 Cultural Dissonance Disparate values between Business & technology Management & line workers Executives & mid-upper management All build Change on a shaky foundation

20 Weakened Agile Wagile What is Agile enough?

21 Enterprise Wagile Manifesto for Half-Arsed Agile Software Development We have heard about new ways of developing software by paying consultants and reading Gartner reports. Through this we have been told to value: Individuals and interactions over processes and tools and we have mandatory processes and tools to control how those individuals (we prefer the term resources ) interact Working software over comprehensive documentation as long as that software is comprehensively documented Customer collaboration over contract negotiation within the boundaries of strict contracts, of course, and subject to rigorous change control Responding to change over following a plan provided a detailed plan is in place to respond to the change, and it is followed precisely That is, while the items on the left sound nice in theory, we re an enterprise company, and there s no way we re letting go of the items on the right. Cobbled together one Saturday morning before breakfast by Kerry Buckley (@kerryb), following an article by Ron Jeffries and this suggestion from Eastmad.

22 These are people that need our help There are Those Who Believe Agile is a Methodology Agile is tools & processes They re Agile Enough They ve Finished

23 Doing Agile vs. Being Agile Q: When will Agile give me what I want? A: When will you want what Agile provides?

24 Discussion So where do we go from here? This is a battle for Hearts & Minds Focus on Values & Beliefs Focus on Culture change People do more to avoid pain than to gain pleasure This culture change must start as high in the organization as possible