Difference between revisions of "Ask for the moon"

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(Medium » Joshua Kerievsky » Ask for the Moon)
m (Refactor a bit)
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*'''Executive Support''', in order to:
 
*'''Executive Support''', in order to:
 
**slay any impediments;
 
**slay any impediments;
**take quick and decisions and secure its implementation.
+
**take quick and decisions and secure its implementation;
 +
** {{p|lead by example}}.
 
*'''Assessment''', in order to:
 
*'''Assessment''', in order to:
 
**gauge organisational fitness for adopting agile;
 
**gauge organisational fitness for adopting agile;
 
**provide a safety tool to discover whether people want to improve;
 
**provide a safety tool to discover whether people want to improve;
 
**find out how we may best go about making improvements;
 
**find out how we may best go about making improvements;
**get people to know each other better;
+
**get people to know each other better in other ways;
 +
**improve understanding of the current and desired state of affairs;
 
**explore problems;
 
**explore problems;
 
**consider future directions;
 
**consider future directions;
**educe effective and pleasant way of working rather than imposing it;
+
**educe effective and pleasant ways of working rather than imposing it;
**excite the majority to move forward.
+
**excite the majority to move forward—creates energy.
 
*'''Cross-Functional Community''', in order to:
 
*'''Cross-Functional Community''', in order to:
**perform as a 100% dedicated, available, motivated cross-functional community;
+
**perform as a committed, cross-functional community;
 
**focus on a whole product rather than individual tasks;
 
**focus on a whole product rather than individual tasks;
**delight customers with amazing products and services that work as advertised.
+
**delight customers with amazing products and services that fulfil needs.
 
*'''An Awesome Workspace''', in order to:
 
*'''An Awesome Workspace''', in order to:
**allow focused work as small group or individually;
+
**allow focused work as a small group or individually;
 
**create a commons where people collaborate naturally;
 
**create a commons where people collaborate naturally;
 
**publish information radiators for key information;
 
**publish information radiators for key information;
**workplaces that facilitate mobbing and pairing.
+
**facilitate mobbing and pairing.
 
*'''Training & Coaching''', in order to:
 
*'''Training & Coaching''', in order to:
 
**maximise the return on coaching instead of wasting it;
 
**maximise the return on coaching instead of wasting it;
Line 45: Line 47:
 
**expose the whole team of teams to agile & lean leadership, planning, evolving;
 
**expose the whole team of teams to agile & lean leadership, planning, evolving;
 
*'''Chartering''', in order to:
 
*'''Chartering''', in order to:
**co-create, refine and live a shared vision, mission, , objectives, key results, and outcomes, as well as community working agreements;
+
**co-create, refine and live a shared vision, mission, objectives, key results, and outcomes, as well as community working agreements;
 
**foster connective tissue between all levels;
 
**foster connective tissue between all levels;
 
**facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
 
**facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
 
**secure aligned autonomy.
 
**secure aligned autonomy.
*'''Retrospectives''', in order to:
+
*'''Retroprospectives''', in order to:
 
**continuously evolve and improve;
 
**continuously evolve and improve;
 
**boost the flow of value creating work by an infinite stream of experiments, small and large;
 
**boost the flow of value creating work by an infinite stream of experiments, small and large;
 
**fuel the joy of meaningful work.
 
**fuel the joy of meaningful work.
 
*'''Coach-the-Coaches''', in order to:
 
*'''Coach-the-Coaches''', in order to:
 +
**accelerate agile adoption;
 
**free up the mercenary, often external, coaches—autonomy;
 
**free up the mercenary, often external, coaches—autonomy;
 
**make agility stick organisation-wide.
 
**make agility stick organisation-wide.

Revision as of 14:36, 22 November 2018

…in a large, complex organisation, you’re invited to start and lead an large scale agile transformation. Multiple teams and dozens or hundreds of people need to become more agile.

✣  ✣  ✣

Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.

  • asking for optimal conditions for kicking butt;
  • talking about ideal executive support;
  • people who are excited to try a new way of working (rather than have a process imposed on them);
  • a genuinely cross-functional community of dedicated people (“everyone needed to be successful”);
  • an ideal workplace for collaboration and concentration;
  • training to help develop essential agile skills;
  • coaching to help cement those skills;
  • chartering to align everyone on a clear vision/mission/objectives;
  • retroprospectives to help the community continuously improve;
  • coaching-the-coaches to help the organization build capability to help others learn genuine agility.

Essential for success is:

  • Executive Support, in order to:
    • slay any impediments;
    • take quick and decisions and secure its implementation;
    • lead by example.
  • Assessment, in order to:
    • gauge organisational fitness for adopting agile;
    • provide a safety tool to discover whether people want to improve;
    • find out how we may best go about making improvements;
    • get people to know each other better in other ways;
    • improve understanding of the current and desired state of affairs;
    • explore problems;
    • consider future directions;
    • educe effective and pleasant ways of working rather than imposing it;
    • excite the majority to move forward—creates energy.
  • Cross-Functional Community, in order to:
    • perform as a committed, cross-functional community;
    • focus on a whole product rather than individual tasks;
    • delight customers with amazing products and services that fulfil needs.
  • An Awesome Workspace, in order to:
    • allow focused work as a small group or individually;
    • create a commons where people collaborate naturally;
    • publish information radiators for key information;
    • facilitate mobbing and pairing.
  • Training & Coaching, in order to:
    • maximise the return on coaching instead of wasting it;
    • make the training practical and making it stick;
    • expose the whole team of teams to agile & lean leadership, planning, evolving;
  • Chartering, in order to:
    • co-create, refine and live a shared vision, mission, objectives, key results, and outcomes, as well as community working agreements;
    • foster connective tissue between all levels;
    • facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
    • secure aligned autonomy.
  • Retroprospectives, in order to:
    • continuously evolve and improve;
    • boost the flow of value creating work by an infinite stream of experiments, small and large;
    • fuel the joy of meaningful work.
  • Coach-the-Coaches, in order to:
    • accelerate agile adoption;
    • free up the mercenary, often external, coaches—autonomy;
    • make agility stick organisation-wide.

Therefore:

Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.

✣  ✣  ✣



✣  ✣  ✣

Facts about "Ask for the moon"
Goalsecure the essential ingredients for a successful agile engagement +
PearlLead by example +
SoSecure the essential ingredients for a successful agile adoption are in place, like executive support. assessment, cross-functional community, an awesome workplace, training & coaching, chartering, retroprostpectives, and coach-the-coaches. +
ThemeAgile + and Kanban +
WishOrganisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste. +