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8/14/2019 Beyond Agile: Cultural Patterns Cultural Patterns of Software Organizations
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Beyond AgileBeyond Agile
Cultural Patterns of Software OrganizationsCultural Patterns of Software Organizations
Marc Evers - [email protected] van den Ende [email protected]
12 March 2008, QCon, London, UK
2007-2008 Living Software & Piecemeal Growth Some Rights Reserved
Piecemeal GrowthPiecemeal Growth
Living Software B.V.Living Software B.V.
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BenefitsBenefits
Make sense of what's happeningMake sense of what's happening
Understand (sub)culturesUnderstand (sub)cultures
predict conflictspredict conflicts
Agile in perspectiveAgile in perspective
Situational change strategySituational change strategy
Communication toolCommunication tool
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About Us
6 Cultural Patterns & Choreographies
Summary
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Who we areWho we are
Willem van den Ende
Puzzling on
Effective software development
Effective teams
Independent (Living Software B.V.)
All-hands person
Software development coach Trainer
Consultant
Blog: me.andering.com
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Who we areWho we are
Marc EversMarc Evers
IndependentIndependent
Software development coachSoftware development coach
TrainerTrainer
ConsultantConsultant
Blog: blog.piecemealgrowth.netBlog: blog.piecemealgrowth.net
www.agileopen.netwww.agileopen.net
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What we doWhat we do
Increase business value from software developmentIncrease business value from software development
andand
helping others do ithelping others do it
throughthrough
Coaching & mentoringCoaching & mentoring
TrainingTraining
FacilitationFacilitation
Organizing conferencesOrganizing conferences
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OriginsOrigins
Jerry Weinberg -Jerry Weinberg - Quality Software ManagementQuality Software Management
Based on Philip Crosby,Based on Philip Crosby, Quality is FreeQuality is Free
Systems thinking & systems dynamicsSystems thinking & systems dynamics
Virginia SatirVirginia Satir
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RoutineRoutine
we follow our standard procedureswe follow our standard procedures
(except when we panic)(except when we panic)
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RoutineRoutine
Feedforward control, well known contextFeedforward control, well known context
There is a best way to develop softwareThere is a best way to develop software
Silver bulletsSilver bullets
MethodologiesMethodologies
We need a tool!We need a tool!
Management by controllingManagement by controlling
Process orientedProcess oriented
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VariableVariable
we do whatever we feel like at the momentwe do whatever we feel like at the moment
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VariableVariable
Close cooperation between customers andClose cooperation between customers and
developersdevelopers
CraftsmanshipCraftsmanship
Hands off managementHands off management
Performance and quality totally dependent onPerformance and quality totally dependent on
individualsindividuals
HeroesHeroes
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Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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VariableVariable RoutineRoutine
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SteeringSteering
we choose among ourwe choose among our
routines by the resultroutines by the resultthey producethey produce
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SteeringSteering
Feedback controlFeedback control
Results orientedResults oriented
Trust basedTrust based
Testing and feedbackTesting and feedback
Act early, act smallAct early, act small
XP, ScrumXP, Scrum
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VariableVariable RoutineRoutine
SteeringSteering
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Towards SteeringTowards Steering
Mental models
VisibilityVisibility
StabilityStability
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Mental modelsMental models
VisibilityVisibility
StabilityStability
Towards SteeringTowards Steering
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Mental modelsMental models
VisibilityVisibility
StabilityStability
Too much deviation:Too much deviation: remove special causes of troubleremove special causes of troubleBut: need deviations for improvement!But: need deviations for improvement!
Towards SteeringTowards Steering
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ObliviousOblivious
No separation between user and developerNo separation between user and developer
Highly adaptive, highly customer orientedHighly adaptive, highly customer oriented
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ObliviousOblivious
VariableVariable RoutineRoutine
SteeringSteering
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AnticipatingAnticipating
we establish routines based on our pastwe establish routines based on our past
experience with themexperience with them
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AnticipatingAnticipating
Consciously managing changeConsciously managing change
Process orientedProcess oriented
Always improving your processesAlways improving your processes
If it ain't broke, fix itIf it ain't broke, fix it
PracticesPractices
Retrospectives, scenario planning, risk managementRetrospectives, scenario planning, risk management Lean Software DevelopmentLean Software Development
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RoutineRoutine
SteeringSteering
AnticipatingAnticipating
ObliviousOblivious
VariableVariable
**
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ObliviousOblivious
SteeringSteering
AnticipatingAnticipating
VariableVariable RoutineRoutine
*
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AnticipatingAnticipating
being conscious of the different patterns,knowing when they fit and
when it's time to switch
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CongruentCongruent
everyone is involved in improving everything alleveryone is involved in improving everything allthe timethe time
culture of ongoing reflection and improvementculture of ongoing reflection and improvement
??
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ObliviousOblivious
CongruentCongruentVariableVariable RoutineRoutine
SteeringSteering
AnticipatingAnticipating
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SummarySummary
Routine bring order to disorderRoutine bring order to disorder
Variable value craftsmanship, foster innovationVariable value craftsmanship, foster innovation
Steering make extraordinary things ordinarySteering make extraordinary things ordinary
Oblivious DIYOblivious DIY
Anticipating the art of the long viewAnticipating the art of the long view
Congruent transferable cultural practicesCongruent transferable cultural practices
Find the pattern(s) that fit your contextFind the pattern(s) that fit your context
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Sources & more informationSources & more information
Gerald M. Weinberg,Gerald M. Weinberg, Quality Software ManagementQuality Software Managementseriesseries(1991-1997)(1991-1997)
Gerald M. Weinberg,Gerald M. Weinberg, Secrets of ConsultingSecrets of Consulting(1985)(1985)
Argyris & SchArgyris & Schn,n, Organizational Learning IIOrganizational Learning II(1995)(1995)
Peter M. Senge,Peter M. Senge, The 5The 5thth DisciplineDiscipline(1994)(1994)
Virginia Satir et. al.,Virginia Satir et. al., The new peoplemakingThe new peoplemaking(1988)(1988)
www.satirworkshops.comwww.satirworkshops.com
check out our forthcoming whitepaper on cultural patterns:check out our forthcoming whitepaper on cultural patterns:
www.systemsthinking.net/publicationswww.systemsthinking.net/publications
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CopyrightCopyrightThis work is licensed under a Creative Commons Attribution-Share Alike 3.0 Netherlands license -This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Netherlands license -
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CMM?CMM?ObliviousOblivious
CongruentCongruentVariableVariable
SteeringSteering
AnticipatingAnticipating
55
00
33
11
44
RoutineRoutine22