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--- what_are_the_changes_in_culture_that_need_to_happen_with_agile [2018/10/31 06:20] – Added "convenience of" discussion hpsamios
+++ what_are_the_changes_in_culture_that_need_to_happen_with_agile [2020/06/10 12:47] – ↷ Links adapted because of a move operation hans
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 ====== What Are The Changes in Culture That Need To Happen with Agile? ======
+<WRAP todo>Work in progress</WRAP>
 The "inability to change the organization culture" is listed by most people as the biggest obstacle to implementing a Agile approach.
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 ^ 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". |
-| 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 forwards, improving 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. |
 | 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 ... |
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 | "Late learning" | "Early learning" | Management | Projects come in late in traditional world because we find our late (i.e. when handed over to QA) that we have a problem with the project. With Agile, you might not like what you see, but at least you'll see it early, in time to do something about it. |
 | "Sequential, serial development" | "Iterative and incremental development" | Management | For Agile you use a "lego" approach to building software. Try something. If it doesn't work out, try something else. If it works out, build on what you have. |
-| "Dependency management" | "Aggressive removal of dependencies" | Management | This starts with setting up teams that are focused on developing features (not components) so that functionality can be developed without creating a dependency management nightmare, but goes much further than this (see [[blog:why_should_we_work_harder_to_eliminate_the_effect_of_dependencies|Why Should We Work Harder to Eliminate the Effect of Dependencies?]] for more information). |
+| "Dependency management" | "Aggressive removal of dependencies" | Management | This starts with setting up teams that are focused on developing features (not components) so that functionality can be developed without creating a dependency management nightmare, but goes much further than this (see [[why_should_we_work_harder_to_eliminate_the_effect_of_dependencies|Why Should We Work Harder to Eliminate the Effect of Dependencies?]] for more information). |
 | "Compliance" | "Engagement" | Management | Management model aimed at having engaged people, as engaged people make better decisions, are more responsive and produce more. |
 | "Cost focus" | "Value focus" | Management | Traditional model is based on cost accounting with little discussion of the value we get as a result of this. Agile changes model to focus on value delivery, where value, as in "lean" is defined by "what the customer sees as valuable". Also most agile approaches improve ability of team to focus. |
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 {{tag>Consultant Tools CultureChange Organization FAQ PresentationIdea ToDo}}
-~~LINKBACK~~
-~~DISCUSSION~~