modern agile, agile fluency, practices, complexity and more

1. Agility
Thessaloniki’s Agile & Lean meetup, 07/04/2017
Nikos Batsios, Agile Coach

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MODERN
AGILE
www.modernagile.org

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http://modernagile.org

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Make People
Awesome

5. MAKE PEOPLE AWESOME
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Consider your whole ecosystem, people who use,
buy, sell, fund, make your products or services
Understand and learn about their pains, what
hold them back, what aspire them
Make all these people awesome
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6. TEAM AWESOMENESS @ KING
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A common goal for our teams is to strive to be a
high-performance team that communicates and
collaborates well both within and outside the
team. In that spirit, we are testing a concept that
I call “Team Awesomeness”
Matti Klasson
Development People Lead @ King
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7. TEAM AWESOMENESS @ SPOTIFY
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– Henrik Kniberg & Kristian Lindwall, Sep 2014.
Awesome Cards - visualising

8. MAKING USERS AWESOME
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Product development, engineering, marketing, user
experience, support, everyone is a key player in the game
of building great and sustainable products and services that
rely on helping users to have deeper, richer experiences.
Not just in the moments while they’re using them but, more
importantly, in the moments when they aren’t.
The goal is to craft a strategy for creating successful users.
Making your customers awesome and they will tend to be
your natural promoters.

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Make Safety a
Prerequisite

10. MAKE SAFETY A PREREQUISITE
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Safety is a basic human need and a key to
unlocking high performance.
Making safety a prerequisite requires making
your collaborations, products and services safe.
Protect people’s time, money, health,
information, reputation and relationships.
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“People aren’t afraid of failure,
they’re afraid of blame.”
Seth Godin

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“If you have a culture of fear
none of your fancy practices
or processes will help you”

14. BLAMELESS PROBLEM SOLVING
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“Making mistakes is an inevitable byproduct of doing innovative
work. But at Etsy, we strive to create a blameless culture
where it’s safe not only to make mistakes, but to speak up
about them. After all, mistakes can be valuable and rich
sources of learning”
“Our intention is not just to learn from our mistakes, but also to
cultivate a mindset where everyone is continuously unearthing
new opportunities for improvement. We’re building scalable
internal processes, training more facilitators, and implementing
practices that encourage a healthy and just learning culture.”
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Experiment &
Learn Rapidly

16. EXPERIMENT & LEARN RAPIDLY
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Learn rapidly by experimenting frequently. Make
safe to fail ‘controlled’ experiments so you are
not afraid of failure.
Speed is key with this principle. Don’t wait long
periods of time before learning that something
isn’t working.
Experimenting & learning rapidly will help you to
achieve continuous improvement.
2

17. EXPERIMENTS @ AIRBNB
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A responsibility for the Data team at Airbnb is
to scale the ability to make decisions using data
We democratize data access to empower all
employees to make data-informed decisions,
give everybody the ability to use experiments to
correctly measure the impact of their
decisions, and turn insights on user
preferences into data products that improve
the experience of using Airbnb
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18. EXPERIMENTS @ AIRBNB
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Deliver Value
Continuously

20. DELIVER VALUE CONTINUOUSLY
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Deliver value continuously considers quality at
every level, continuous flow of valuable work and
continuous deployment in a safe way.
Delivering value even if you don’t have the
complete feature ready. This does not necessarily
mean releasing a product or feature to the
general public. Focus on delivering a half-baked
idea to “someone” to quickly receive feedback.
Focus on delivering value constantly
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Make People
Awesome
Customer Collaboration Over
Contract Negotiation
Make Safety a
Prerequisite
Experiment &
Learn Rapidly
Deliver Value
Continuously
Individuals and Interactions
Over Processes and Tools
Responding to Change Over
Following a Plan
Working Software Over
Comprehensive Documentation

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AGILE
FLUENCY

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Focus on Value
Deliver Value
Optimize Value
Optimize for Systems
https://martinfowler.com/articles/agileFluency.html

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PRACTICES

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WHY AGILE

29. WHY AGILE?
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The Digital Space is a highly
competitive market that requires
o Quick Business Feedback
o Flexibility to incorporate this
feedback
o High Performance to Reduce
Time to Market
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30. DEMAND MANAGEMENT
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Focus on functionalities and features
that really deliver value to users
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WHAT
IS AGILE

32. WHAT IS AGILE
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o Agile is not a way to implement Quick
and Dirty solutions
o Agile is Disciplined
o Requires close collaboration between
Business and IT

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close
collaboration
flexibility to
accept changes
cross functional,
self managed,
stable teams
prioritization
based on value to
customers
visual
management
transparency simplicity
short iterations
regular
reflections

34. PARADIGM SHIFT
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o From project oriented to product and value oriented
o From breaking teams after project delivery to create stable teams for a
long period of time
o From predictive approach and late feedback to adaptive approach and
continuous business and customers involvement
o From silos thinking to joint ownership and responsibility on a shared
product vision

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CYNEFIN

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41. REFERENCES
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o ModernAgile
o Your Path through Agile Fluency
o The Cynefin MiniBook
o re:Work
o High Performance Team Coaching
o agilemanifesto.org
o Introduction to Agile (AXA Agile white book)

42. www.agileactors.com | www.linkedin.com/company/agile-actors/
Thank you!