1. Getting Results the Agile Way Doug Langille email / web / twitter: me @douglangille.ca

2. Let’s take a moment…

3. Triangulating Ideas Gather your team. Evaluate the ground. Plot your course. Take a bearing. March forward. Take a bearing. Course-correct. Cheat right. Place one foot in front of the other. Find the Control Point. Celebrate your win. Re-evaluate. Learn. Adapt strategy. Improve. Take the next bearing. Place one foot in front of the other. March forward.

4. Any Given Saturday Mow the lawn Stain the deck Trim the boxwood Call restaurant for reservations Finish requirements analysis for Monday Find a babysitter Get cash from bank Return library books ad nauseum et infinatum CC Image from WikimediaWikimedia

5. A Designed Saturday 1.Enjoyed reading a book on my deck 2.Had an awesome date night with the love of my life 3.Ready to knock their socks off on Monday Mow the lawn Stain the deck Trim the boxwood Call restaurant for reservations Finish requirements analysis for Monday Find a babysitter Get cash from bank Return library books CC Image from FlickrFlickr

6. A Designed Week

7. Flowing Value

8. Daily Rhythm of Results Focus on what matters. Prioritize. MUST, SHOULD & COULD Recap your Wins.

9. Musts, Shoulds & Coulds Quadrant 1 Do It Now Phone, In Person Quadrant 2 Decide When to Do It Project Work Quadrant 3 Delegate it IM, Texts, Most Email Quadrant 4 Dump It Twitter, Web, News

10. Make compelling stories out of your Wins. Turn a mundane or routine task into a powerful victory by connecting it to your values. Rather than “duty shift on the front desk”, try “I helped students succeed”.

11. Agile Results for Teams HINT: Focus on Outcomes, not Activities.

12. 3 Wins for the Week Identify three wins for the week at the team level. Encourage individuals to identify their three wins for the week. This is Monday Vision.

13. 3 Wins for the Day Encourage individuals to drive for three wins each day. These are Daily Outcomes.

14. 3 Wins for the Month Identify three wins for the month at the team level. Encourage individuals to identify their three wins for the month.

15. Monthly Theme/Focus One driving theme for the month, such as “simplicity” … something helps move wins forward and give meaning to the month. This is a Monthly Improvement Sprint.

16. “Ten at Ten” If you have a “ten at ten” meeting (ten minutes at 10:00 am), then you can ask folks what they got done, what they are working on, and where they need help. This gets everybody on the same page fast, helps debottleneck the team, and helps acknowledge the work being done.

17. Weekly Team Meeting In the team meeting, go around the table and ask folks to talk about their wins.

18. Friday Reflection Individuals on the team, and you, should reflect on three things going well and three things to improve. Carry the lessons forward and bake them into each new week. This builds continuous improvement.

19. 35 Hour Work Week Drive the team to a 35 hour work week baseline. Brains are better when they are rested and relaxed. Use the time-boxing at the week level to ruthlessly prioritize and focus on flowing value.

20. Sweet Spot Push people to spend more time in their strengths and less time in the things that drain them.

21. Pairing Pair people up on the team to rapidly cross-pollinate skills and to spread and amplify success.

22. Kanban

23. Burndown Chart

24. Questions?

25. References JD Meier is a Principal Program Manager on the Microsoft Enterprise Strategy team. Over the course of leading many projects, many teams, and many adventures, he’s learned how to get results and balance life. http://sourcesofinsight.com http://gettingresults.com http://www.30daysofgettingresults.com http://blogs.msdn.com/b/jmeier http://www.asianefficiency.com/agile-results http://news.sciencemag.org/social-sciences/2011/01/hugs-follow-3-second-rule http://www.ted.com/talks/bruce_feiler_agile_programming_for_your_family

26. The System in a Nutshell

27. Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.

28. Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. We follow these principles: