Your Company Will Never Be Agile

In most companies that exist today, there are impediments the prevent the company from becoming agile - from achieving true business agility.

Transcript

2. Your Company Will Never Be Agile
4. TL;DR Comapanies have processes/policies in place that prevent certain kinds of changes. Change is Hard
5. Homework…
7. Homework…
8. You are trying to become agile So…
13. BUT
14. True Business Agility Benchmark: Lead time for a small change in direction
15. Lead Time
16. Time from…
17. To…
18. The Problem:
22. Your… • Organizational Structure • Processes / Policies • Annual Budgets / Bonuses • Middle Management • Employee’s Motivation Prevent your company from becoming agile.
23. Does it matter?
24. Economic Darvinism HT to Uwe Friedrichsen
25. Does it matter? Yes!
26. Commercial Break ;) David Tanzer (@dtanzer) business@davidtanzer.net I help my clients to: • Work together more effectively as a team • Improve their technical practices • Improve their software quality / design • Re-gain control of their legacy code http://davidtanzer.net
27. Organizational Structure
30. Communication Problem
32. +8 business days lead time! • Ops: Need deployment package 1 day before release • But: You need clearance from release management • RM: Clearance within 1-2 days • But: Need test protocol • QA: Test protocol within 1-2 days after feature finished • But: When they find a defect, fix (1 day) and retest (1-2 days)
33. + half release cycle time!
34. Even Worse:
38. Often, it would be better to move IT closer to the people who need it, instead of to it’s own department!
39. Case Study: Dynatrace
40. You always need pain for change. Bernd Greifeneder
41. You need long-term goals
42. You need support on all levels of the hierarchy
43. You have to turn your company structure by 90 degrees
44. Everyone needs a basic understanding of "Agile"
45. You really have to invest time and money
46. Lead, follow, or get out of the way
47. The way of the engineer: Solve all problems in a sustainable way. Bernd Greifeneder
48. Motivation
49. Policies that kill motivation…
50. “Refactoring has to be scheduled by the product owner”
51. Technical Dept Crappy Code
55. At this point, nothing is cheap / easy anymore!
56. And: Your crappy code is killing motivation!
57. Processes / Policies
58. “Nobody sets out to create a bueaurocracy”
59. How to create a bueaurocracy… In only three steps: • Bad thing happens • “This must not happen again - ever!” • New policy
60. Bueaurocratic Policies Organizational Dept?
64. At this point, nothing is cheap / easy anymore!
65. And: All those policies are killing motivation!
66. “When pointing out a problem, also provide a possible solution.” Innocent (?) Example
67. Case Study: Smarter Ecommerce
68. To stay agile, you always have to adapt the process for the people you actually have. As a manager, you have to develop a lot of empathy for your teams and employees. Christian Gorbach
69. Actively encourage process changes
70. Process changes have to come from the team
71. The whole company has to be agile
72. If your product management is not willing to work in an agile fashion, you will never be agile. Peter Rietzler
73. Budgets / Bonuses
74. Middle Management
75. Small / Young Companies
76. Not many policies yet.
77. Survivor Bias
78. Run by developers “In order to be good at software development, you need an organization that’s optimized for software development” – Samir Talwar
79. What Now?
80. “Partial Agility” Only in Dev? Only in IT?
81. Simplify. Relentlessly.
82. Allow technical excellence. Allow people to be good at their job.
83. Beware of “Scar Tissue”
84. Homework…
85. http://devteams.at /your_company_will_never_be_agile_intro
86. Thank You! David Tanzer (@dtanzer) business@davidtanzer.net I help my clients to: • Work together more effectively as a team • Improve their technical practices • Improve their software quality / design • Re-gain control of their legacy code http://davidtanzer.net