H O W C U L T U R E T H R E A T E N S A G I L E : T H E 7 D E A D L Y D Y S F U N C T I O N S O F O R G A N I Z A T I O N S & H O W T O F I X T H E M

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1 H O W C U L T U R E T H R E A T E N S A G I L E : T H E 7 D E A D L Y D Y S F U N C T I O N S O F O R G A N I Z A T I O N S & H O W T O F I X T H E M A PA R N A S U R E S H, M. A, M. S, C S M, C S P O, C B A P L E A D B U S I N E S S S Y S T E M S A N A L Y S T, F I R S T A M E R I C A N T I T L E

2 WHAT IS CULTURE?

3 WHAT IS CULTURE? Organizational culture is a system of shared assumptions, values, and beliefs. These shared values influence how people dress, act, and do their jobs. Culture dictates HOW people BEHAVE in organizations.

4 WHAT IS STRATEGY?

5 WHAT IS STRATEGY? An organizational strategy is the plan a company intends to execute to achieve longterm goals. Organizational behavior should be driven by organizational strategy.

6 STRATEGY VS. CULTURE: WHO WINS? Organizational behavior should be driven by organizational strategy. vs. Culture dictates HOW people BEHAVE in organizations.

7 WHY DOES CULTURE MATTER? Culture EATS Strategy for Lunch!

8 # 1 B U S I N E S S D O E S N O T ' G ET ' A G I L E

9 #1 BUSINESS DOES NOT 'GET' AGILE: SYMPTOMS Business stakeholders with competing priorities/interests Unrealistic expectations Gotta-have-it-now Fires

10 #1 BUSINESS DOES NOT 'GET' AGILE: CONSEQUENCES Scope creep every sprint Team caught in the middle Overworked team/failure to deliver

11 #1 BUSINESS DOES NOT 'GET' AGILE: SOLUTIONS? What worked for you?

12 #1 BUSINESS DOES NOT 'GET' AGILE: SOLUTION Chief product owner with teeth Mandatory Agile training/education for business stakeholders Scrum Master with teeth

13 # 2 M A N A G E M E N T D O E S N O T ' D O ' A G I L E

14 #2 MANAGEMENT DOES NOT 'DO' AGILE: SYMPTOMS Senior Management insists team accept 'side projects' PMO tries to direct team Prioritizing non-value added work

15 #2 MANAGEMENT DOES NOT 'DO' AGILE: CONSEQUENCES Team has no say in scope of sprint Overworked and demoralized team Quality of critical work drops

16 #2 MANAGEMENT DOES NOT 'DO' AGILE : SOLUTIONS? What worked for you?

17 #2 MANAGEMENT DOES NOT 'DO' AGILE: SOLUTION Each Side Project = Sized Interruption story Scrum Master with teeth Enlist Top Management Support with ear to the ground

18 # 3 F O S T E R I N G U N H E A LT H Y C O M P ET I T I O N

19 #3 FOSTERING UNHEALTHY COMPETITION: SYMPTOMS Comparing velocities of 2 teams Managers playing show-off Theory X Managers doubling down on team

20 #3 FOSTERING UNHEALTHY COMPETITION: CONSEQUENCES Lowers team morale Ups chances of velocity being gamed Reduces collaboration between teams

21 #3 FOSTERING UNHEALTHY COMPETITION: SOLUTIONS? What worked for you?

22 #3 FOSTERING UNHEALTHY COMPETITION: SOLUTION Measure and grow Agile IQ of organization Recognize and Reward agile-savvy managers Refuse to play the game

23 # 4 M A X I N G O U T C A PA C I T Y AT S TA R T O F A S P R I N T

24 #4 MAXING OUT CAPACITY AT START OF A SPRINT: SYMPTOMS Overworked team Disruptive interruptions Scrum master ignores Murphy s Law

25 #4 MAXING OUT TEAM CAPACITY AT START OF SPRINT: CONSEQUENCES Sets up team for failure Fails to account for real life uncertainties Fails to acknowledge nature of agile discovery

26 #4 MAXING OUT TEAM CAPACITY AT START OF SPRINT : SOLUTIONS? What worked for you?

27 #4 MAXING OUT TEAM CAPACITY AT START OF SPRINT : SOLUTION Allocate no more than 70% of capacity during iteration planning Tie Team Capacity to Project Health Indicators to raise visibilty Better agile project planning with buffers

28 # 5 T O X I C R ET R O S P E C T I V E S

29 #5 TOXIC RETROSPECTIVES : SYMPTOMS Retrospective used to assign blame/pass the buck Bucket List of Action Items You can cut the tension with a knife

30 #5 TOXIC RETROSPECTIVES: CONSEQUENCES Team dreads retrospectives Lower team morale People vote with their feet

31 #5 TOXIC RETROSPECTIVES: SOLUTIONS? What worked for you?

32 #5 TOXIC RETROSPECTIVES: SOLUTION Get a more effective scrum master Enforce no A**hole Rule within team Stick to a really short list of action items even just one and get it done

33 # 6 B A D P O W E R S T R U C T U R E S W I T H I N A G I L E T E A M

34 #6 BAD POWER STRUCTURES WITHIN AGILE TEAM: SYMPTOMS Scrum Master = Functional Manager Development Lead = Functional Manager Product Owner = Functional Manager

35 #6 BAD POWER STRUCTURES WITHIN AGILE TEAM: CONSEQUENCES Truth is the first casualty Fairness is the next Retrospectives are the last nail in the coffin

36 #6 BAD POWER STRUCTURES WITHIN AGILE TEAM: SOLUTIONS? What worked for you?

37 #6 BAD POWER STRUCTURES WITHIN AGILE TEAM : SOLUTION Ask for expert help get an Agile Coach Volunteer to rotate Scrum Master role between team members Ramp up on negotiation and conflict resolution skills

38 # 7 B L I N D B E L I E F I N M ET R I C S

39 #7 BLIND BELIEF IN METRICS: SYMPTOMS Excessive time spent on non-value added activities Retrospectives focus on metrics, metrics, metrics Unexpected and unpleasant side effects

40 #7 BLIND BELIEF IN METRICS: CONSEQUENCES What can be measured can be massaged People will focus on what is rewarded the metrics, not the work Can reduce collaboration

41 #7 BLIND BELIEF IN METRICS: SOLUTIONS? What worked for you?

42 #7 BLIND BELIEF IN METRICS: SOLUTION Be careful what you measure: As you measure, so shall you reap! Get an Agile Coach to determine what should be measured and more important what shouldn t Decide carefully what metrics should be made visible, to whom and why

43 Q & A