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Eduardo Nofuentes - The Agile Contact Centre
AGILE BEYOND SOFTWAREH O W T O A C H I E V E O R G A N I S AT I O N A L A G I L I T Y
: @edumelbourne www.theagilecontactcentre.com.au
“The ability to move quickly and easily”
WHAT IS AGILE?
: @edumelbourne www.theagilecontactcentre.com.au
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we value the items on the left more.”
Individual and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
: @edumelbourne www.theagilecontactcentre.com.au
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we value the items on the left more.”
Individual and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
: @edumelbourne www.theagilecontactcentre.com.au
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we value the items on the left more.”
Individual and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
working
Outcomes
: @edumelbourne www.theagilecontactcentre.com.au
THE MINDSETS BEHIND AGILE
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals
MINDSETS
: @edumelbourne
Agile Principles and Values by Jeff Sutherland
www.theagilecontactcentre.com.au
THE MINDSETS BEHIND AGILE
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals - Collaboration
MINDSETS
: @edumelbourne
Agile Principles and Values by Jeff Sutherland
www.theagilecontactcentre.com.au
THE PRINCIPLES BEHIND AGILEPRINCIPLES
: @edumelbourne
• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the project.• Build projects around motivated individuals. • The most efficient and effective method of communication is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.
www.theagilecontactcentre.com.au
THE PRINCIPLES BEHIND AGILEPRINCIPLES
• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the project.• Build projects around motivated individuals. • The most efficient and effective method of communication is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.
: @edumelbourne www.theagilecontactcentre.com.au
THE GOOD NEWS…
If you are already applying these mindsets and principles to your team or organisation, you are already
doing Agile…
…even if you don’t stick cards on the walls or stand up every morning for 15 minutes.
www.theagilecontactcentre.com.au : @edumelbourne www.theagilecontactcentre.com.au
THE THREE WAVES OF AGILE
: @edumelbourne
The three Waves of Agile by Charlie Rudd – Solutions IQ
www.theagilecontactcentre.com.au
True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
: @edumelbourne www.theagilecontactcentre.com.au
True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
: @edumelbourne www.theagilecontactcentre.com.au
We must shift the focus of companies back to the
customer and away from shareholder value.
Companies should place customers at the center of
the firm and focus on delighting them, while
earning an acceptable return for shareholders.
“the only valid purpose of a firm is to create a customer ” Peter Drucker
TRUE CUSTOMER FOCUS: THE SHAREHOLDER VALUE TRAP
: @edumelbourne www.theagilecontactcentre.com.au
Use a Systems Thinking or a Design Thinking approach to
the way you structure your teams
and organisations starting with the
customer first
“To manage an organisation as a system means understanding how work flows from and to the organisation’s customers.” John Seddon
TRUE CUSTOMER FOCUS: DEPARTMENTAL SILOS
: @edumelbourne www.theagilecontactcentre.com.au
True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
: @edumelbourne www.theagilecontactcentre.com.au
Build a culture in your organisation or
team where the focus of everyone is
on: eliminating waste, adding value
for the customer and improving the flow
of work.
“Value is always defined by the customer”…”Any activity that is unproductive or does not add to the value of product is waste” The Toyota System
LEAN CULTURE: WASTE, FLOW AND VALUE
: @edumelbourne www.theagilecontactcentre.com.au
of how to remove waste, add value or improve the flow in your team or organisation?
CAN YOU THINK OF ANY EXAMPLES…
: @edumelbourne www.theagilecontactcentre.com.au
Build a culture where SIMPLICITY is well regarded
and seen as a key competitive advantage. Not only on the way products or services are designed, but
also the way internal processes, meetings, and
collaboration tools are designed and run.
“Everything should be made as simple as possible. But not simpler” Albert Einstein
LEAN CULTURE: SIMPLICITY
: @edumelbourne www.theagilecontactcentre.com.au
True agility means that teams are constantly
working to evolve their processes to deal with
their particular obstacles they are facing at any
given time.
“Continuous Improvement is better than delayed perfection” Mark Twain
ADOPT A CULTURE OF CONTINUOUS IMPROVEMENT
: @edumelbourne
Design and run
experiment (do)
Study results (check)
Evolve model and
implement changes (act)
Create hypothesis
(plan)
The Deming cycle
www.theagilecontactcentre.com.au
True Customer Focus LEAN Approach Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY
: @edumelbourne www.theagilecontactcentre.com.au
Brave Leaders believe everyone is already doing their best and are willing to do things that are
unexpected or against the norm
“It is amazing what you can accomplish if you do not care who gets the credit” Henry Truman
BRAVE LEADERSHIP: THE SERVANT MINDSET
: @edumelbourne www.theagilecontactcentre.com.au
Brave Leaders cultivate a culture of
trust and develop other leaders. Adopt
and institute leadership aimed at helping people to do
a better job
"The primary function of leadership is to nurture culture through values” Jurgen Appelo
BRAVE LEADERSHIP: THE COACH MINDSET
: @edumelbourne www.theagilecontactcentre.com.au
Brave leaders take imperfect action and
are not afraid of admitting they don’t
know the answer.
“Vulnerability sounds like truth and feels like courage. Truth and courage aren't always comfortable, but they're never weakness.” Brene Brown
BRAVE LEADERSHIP: THE VULNERABILITY MINDSET
: @edumelbourne www.theagilecontactcentre.com.au
THEN USE AGILE PRACTICES…
..to fit your business needs.
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
1. PURPOSE LED TEAMS
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
2. DAILY STAND UPS
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
3. KANBAN WALL
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4. VISUALISATION OF WORK
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4.1 VISUALISATION OF WORK: OBEYA ROOM
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4.2 VISUALISATION OF WORK: ROSTERING SYSTEM
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4.3 VISUALISATION OF WORK: SALES PIPELINE
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4.4 VISUALISATION OF WORK: INITIATIVES RADAR
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4.5 VISUALISATION OF WORK: SALES PIPELINE RADAR
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
4.6 VISUALISATION OF WORK: RECRUITMENT WALL
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
5. VALUE STREAM MAPPING
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES
6. PRIORITASION SESSION
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES7. RETROSPECTIVES
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES8. A3 COACHING
: @edumelbourne www.theagilecontactcentre.com.au
EXAMPLES OF AGILE PRACTICES9. IMPROVEMENT KATA
: @edumelbourne www.theagilecontactcentre.com.au
The Lean Enterprise – Humble, Molesky & O’Reilly
AGILE ACROSS THE ENTREPRISE
: @edumelbourne www.theagilecontactcentre.com.au
OBJECTIVES TOOLS OUTCOMES RISKS
AGILE PRACTICES COACHING
Roll out Agile ways of working
• Stand ups• Kanban Walls• Visualization• Retrospectives• A3 Coaching,
etc…
• More engagement
• Better communication and Collaboration
• Transparency
Doing the wrong things faster.
PROJECT (INITIATIVE) BASED AGILE COACHING
Objectives specific to project:• Deliver a product,
system or initiative.
• Improve Customer Satisfaction, etc.
Previous row +:• Value Stream
Mapping• Improvement
Kata• Systems Thinking
approach, etc..
Previous row +:• Speed to Market• Customer Led
outcomes• Continuous
Improvement Culture
If work in isolation, rest of business may hinder success.
ENTERPRISE AGILITY COACHING
Equip businesses to create ongoing value for customers
Previous two rows +:• Company
structure• Budgeting
process• Operating
Rhythm, etc…
• Incremental Innovation
• Teams aligned to Purpose
• Lean Culture embedded in business
Eduardo NofuentesThe Agile Contact Centrewww.theagilecontactcentre.com.aueduardo@theagilecontactcentre.com.au+61407 450 640
: @edumelbourne www.theagilecontactcentre.com.au
THANK YOU