1. © 2014 IBM Corporation “Leaders Guide to Radical Management” for DevOps with Steve Denning Chapters 6 and 7: From Bureaucracy to Dynamic Linking by Delivering Value in Client Driven Iterations February 18, 2014

2. © 2014 IBM Corporation The DevOps Community: Two Parts Connections Community; Highly Collaborative Content is “work in progress” Work groups – issues – tangible outcomes Discussion groups, book clubs developerWorks site High-quality content Articles, tutorials, white papers Links to community, social DevOps Community DevOps Site 2 JOIN HERE

3. © 2014 IBM Corporation Chapters 6 and 7: From Bureaucracy to Dynamic Linking by Delivering Value in Client Driven Iterations February 18, 2014  Background reading LGRM: Chapters 6-7: Principle #3. Client-Driven Iterations and Continuous Value Add  Supplemental materials: –The Case Against Agile: Ten Perennial Management ObjectionsThe Case Against Agile: Ten Perennial Management Objections –Why the C Suite Can't Grasp Agile ManagementWhy the C Suite Can't Grasp Agile Management –Innovation Applying Inspect and Adapt to the Agile ManifestoInnovation Applying Inspect and Adapt to the Agile Manifesto –Agility is Not Enough: Beyond the ManifestoAgility is Not Enough: Beyond the Manifesto 3

4. © 2014 IBM Corporation Steve Denning and The Leaders Guide to Radical Management 4 Recognized as HBR Top 200 Business Thought Leader Best-selling author Forbes contributor

5. © 2014 IBM Corporation 10 Perennial Objections 5 #1. “Agile is only for stars” #2. “Agile doesn’t fit our organizational culture” #3. “Agile only works for small projects and our projects are big” #4. “Agile requires co-location” #5. “Agile lacks project management processes” #6. “Our firm’s HR systems don’t fit Agile” #7. “Agile is just a fad” #8. “There are better ideas than Agile” #9. “Agile isn’t new.” #10. “The idea that software developers could teach us about management is absurd.”

6. © 2014 IBM Corporation Is transparency an issue? 6

7. © 2014 IBM Corporation Agile is a Culture Change 7 This is not about doing Agile or doing the practices of radical management. It’s about being Agile. It’s a different way of thinking, speaking and acting in the workplace.

8. © 2014 IBM Corporation #1: Focus on Stakeholders and What Is of Value for Them 8

9. © 2014 IBM Corporation9 #2: Deliver More Value Sooner or Cheaper or More Convenient or More Personalized

10. © 2014 IBM Corporation #3: Decide as Late as Responsibly Possible What Work Is to Be Included in the Iteration 10

11. © 2014 IBM Corporation #4: Test Before You Make Any Change 11

12. © 2014 IBM Corporation #5: Spell Out The Goals of Each Iteration Before It Starts 12

13. © 2014 IBM Corporation Innovating for the Customer User Story: Card, Confirmation, Conversation* Who needs to do what and why? Or As a, I want to so that As a storage admin. I want to have a magazine dust cover so I can protect my company’s valuable assets. As a storage admin. I want to prevent dust from corrupting the tapes so I can protect my company’s valuable assets. *Ron Jeffries 3Cs #6: Define the Goals of the Iteration in the Form of User Stories

14. © 2014 IBM Corporation #7 Treat The User Story As The Beginning, Not the End, of a Conversation 14

15. © 2014 IBM Corporation #8: Find Out More About the Client’s World 15

16. © 2014 IBM Corporation #9: Don’t Start A Task Until It Is Ready 16

17. © 2014 IBM Corporation #10: Don’t Interrupt the Team in the Course of an Iteration 17

18. © 2014 IBM Corporation Of course, Agile provides us with values, practices, traditions… Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Satisfy the Customer Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome Change Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Agile Manifesto Values Deliver Frequently Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business + Development Business people and developers must work together daily throughout the project. Trust the Team Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. F2F Communication The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working Software Working software is the primary measure of progress. Sustainable Pace Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Technical Excellence Continuous attention to technical excellence and good design enhances agility. Simplicity Simplicity--the art of maximizing the amount of work not done--is essential. Self Organizing The best architectures, requirements, and designs emerge from self-organizing teams. Reflections At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 18

19. © 2014 IBM Corporation Summary  Thanks for participating!  We are sending out a very short survey on this session and really would like to get your input and feedback  Please join the DevOps CommunityDevOps Community  See you next time! –Week 5 – Shift #4: From pursuit of economic value to values that grow the organization February 25, 2014 –February 18, 2014 –12:00-1:00 p.m. EST (GMT-5) –9-10:00 p.m. EST (GMT-5) 19