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February 18, 2014

February 18, 2014. “Leaders Guide to Radical Management” for DevOps with Steve Denning Chapters 6 and 7: From Bureaucracy to Dynamic Linking by Delivering Value in Client Driven Iterations. The DevOps Community: Two Parts. DevOps Site. developerWorks site High-quality content

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February 18, 2014

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  1. February 18, 2014 “Leaders Guide to Radical Management” for DevOps with Steve DenningChapters 6 and 7: From Bureaucracy to Dynamic Linking by Delivering Value in Client Driven Iterations

  2. The DevOps Community: Two Parts DevOps Site • developerWorks site • High-quality content • Articles, tutorials, white papers • Links to community, social JOIN HERE DevOps Community • Connections Community; Highly Collaborative • Content is “work in progress” • Work groups – issues – tangible outcomes • Discussion groups, book clubs

  3. Chapters 6 and 7: From Bureaucracy to Dynamic Linking by Delivering Value in Client Driven IterationsFebruary 18, 2014 • Background reading LGRM: Chapters 6-7: Principle #3. Client-Driven Iterations and Continuous Value Add • Supplemental materials: • The Case Against Agile: Ten Perennial Management Objections • Why the C Suite Can't Grasp Agile Management • Innovation Applying Inspect and Adapt to the Agile Manifesto • Agility is Not Enough: Beyond the Manifesto

  4. Steve Denning and The Leaders Guide to Radical Management Recognized as HBR Top 200 Business Thought Leader Best-selling author Forbes contributor

  5. 10 Perennial Objections #1. “Agile is only for stars” #6. “Our firm’s HR systems don’t fit Agile” #2. “Agile doesn’t fit our organizational culture” #7. “Agile is just a fad” #8. “There are better ideas than Agile” #3. “Agile only works for small projects and our projects are big” #9. “Agile isn’t new.” #4. “Agile requires co-location” #10. “The idea that software developers could teach us about management is absurd.” #5. “Agile lacks project management processes”

  6. Is transparency an issue?

  7. Agile is a Culture Change This is not about doing Agile or doing the practices of radical management. It’s about being Agile. It’s a different way of thinking, speaking and acting in the workplace.

  8. #1: Focus on Stakeholders and What Is of Value for Them

  9. #2: Deliver More Value Sooner or Cheaper or More Convenient or More Personalized

  10. #3: Decide as Late as Responsibly Possible What Work Is to Be Included in the Iteration

  11. #4: Test Before You Make Any Change

  12. #5: Spell Out The Goals of Each Iteration Before It Starts

  13. As a storage admin. I want to have a magazine dust cover so I can protect my company’s valuable assets. As a storage admin. I want to prevent dust from corrupting the tapes so I can protect my company’s valuable assets. Innovating for the Customer #6: Define the Goals of the Iteration in the Form of User Stories User Story: Card, Confirmation, Conversation* Who needs to do what and why? Or As a <role>, I want to <goal> so that <business value> *Ron Jeffries 3Cs

  14. #7 Treat The User Story As The Beginning, Not the End, of a Conversation

  15. #8: Find Out More About the Client’s World

  16. #9: Don’t Start A Task Until It Is Ready

  17. #10: Don’t Interrupt the Team in the Course of an Iteration

  18. Of course, Agile provides us with values, practices, traditions… Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto Values Satisfy the Customer Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software. Welcome Change Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver Frequently Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business + Development Business people and developers must work together daily throughout the project. F2F Communication The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Trust the Team Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Sustainable Pace Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Working Software Working software is the primary measure of progress. Technical Excellence Continuous attention to technical excellence and good design enhances agility. Self Organizing The best architectures, requirements, and designs emerge from self-organizing teams. Simplicity Simplicity--the art of maximizing the amount of work not done--is essential. Reflections At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

  19. Summary • Thanks for participating! • We are sending out a very short survey on this session and really would like to get your input and feedback • Please join the DevOps Community • See you next time! • Week 5 – Shift #4: From pursuit of economic value to values that grow the organizationFebruary 25, 2014 • February 18, 2014  • 12:00-1:00 p.m. EST (GMT-5) • 9-10:00 p.m. EST (GMT-5)

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