Differences

This shows you the differences between two versions of the page.

Link to this comparison view

Both sides previous revision Previous revision
what_are_the_changes_in_culture_that_need_to_happen_with_agile [2018/12/03 19:33]
Hans Samios Added todo
what_are_the_changes_in_culture_that_need_to_happen_with_agile [2019/09/11 06:45] (current)
Hans Samios Managing back
Line 13: Line 13:
 ^ Traditional Organization ^ Agile Organization ^ Role ^ Comments ^ ^ Traditional Organization ^ Agile Organization ^ Role ^ Comments ^
 | "Local optimization"​ | "​System optimization"​ | Management | In general, local optimization leads to sub-optimization of the system. Think about a delivery system set up where developers get bonuses for developing new features, while testing gets bonuses for finding bugs. In terms of delivery of value to the customer this system will result in behavior where developers will cut corners to show fast deliver, while testers will find hundreds of trivial bugs. We need to focus instead on "​delivery of value to the customer"​ and optimize that system. The idea is to "watch the baton, not the runners"​. The baton is what is important in a relay race - if the runner with the baton crosses the finish line first, they win. Just watching the runners will mean that you will worry, for example, if your runners are not busy "​running"​ while the baton is being moved by another runner. The question should be "what can the runner do to help move the baton"​. | | "Local optimization"​ | "​System optimization"​ | Management | In general, local optimization leads to sub-optimization of the system. Think about a delivery system set up where developers get bonuses for developing new features, while testing gets bonuses for finding bugs. In terms of delivery of value to the customer this system will result in behavior where developers will cut corners to show fast deliver, while testers will find hundreds of trivial bugs. We need to focus instead on "​delivery of value to the customer"​ and optimize that system. The idea is to "watch the baton, not the runners"​. The baton is what is important in a relay race - if the runner with the baton crosses the finish line first, they win. Just watching the runners will mean that you will worry, for example, if your runners are not busy "​running"​ while the baton is being moved by another runner. The question should be "what can the runner do to help move the baton"​. |
-| Manage looking backward | Manage looking forward | Management | Traditional approach of managing by the numbers, focusing on “make the month” targets ​which is essentially ​manage ​looking backwards ​at these results. Instead we should ​bemanaging ​forwards ​by improving processes as a means of improving future results |+| Manage looking backward | Manage looking forward | Management | Traditional approach of managing by the numbers, focusing on “make the month” targets, and working to determine what went wrong (and in the worst case finding someone to blame). This is essentially ​managing by looking backwards. The problem is that while we can learn from past, we cannot change the past. Instead we should ​be managing ​forwardsimproving processes as a means of improving future results|
 | Resource efficiency | Flow efficiency | Management | The focus with agile is on delivering business value as a smooth flow. This may mean that the best thing for people to do is not to be busy the whole time. Traditional management focuses on "​resource utilization"​ which often means you reduce the flow going through the system because of context switching and contention for scarce people or resources. | | Resource efficiency | Flow efficiency | Management | The focus with agile is on delivering business value as a smooth flow. This may mean that the best thing for people to do is not to be busy the whole time. Traditional management focuses on "​resource utilization"​ which often means you reduce the flow going through the system because of context switching and contention for scarce people or resources. |
 | Large annual bets based on plan | Multiple small actively managed bets based on reality | Management | Traditional approaches to implementing an organization plan is to do a yearly plan, and then determine if we meet the plan. The agile approach assumes we have plans, but they are smaller, more regularly reviewed so we can more easily adapted based on the changing business situation. See [[why_should_we_start_without_doing_a_complete_analysis|Why Should We Start Without Doing a Complete Analysis?​]],​ [[what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done|What Is The Effect of Batch Size On How Long It Takes to Get Something Done?]]. This leads to ... | | Large annual bets based on plan | Multiple small actively managed bets based on reality | Management | Traditional approaches to implementing an organization plan is to do a yearly plan, and then determine if we meet the plan. The agile approach assumes we have plans, but they are smaller, more regularly reviewed so we can more easily adapted based on the changing business situation. See [[why_should_we_start_without_doing_a_complete_analysis|Why Should We Start Without Doing a Complete Analysis?​]],​ [[what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done|What Is The Effect of Batch Size On How Long It Takes to Get Something Done?]]. This leads to ... |
  • /home/hpsamios/hanssamios.com/dokuwiki/data/attic/what_are_the_changes_in_culture_that_need_to_happen_with_agile.1543894411.txt.gz
  • Last modified: 2018/12/03 19:33
  • by Hans Samios