Video: Dancing Along the Agile Fluency Path - Diana Larsen (https://www.youtube.com/watch?v=OlPP3kQmpV8)

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Model: Fluency fluency / flow ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.1.png

- where is the toilet/ how much does this cost - get around in a city / ask & answer some questions / who is there - tell a story - give a speech - debate / teach abstract concepts

any level of fluency can be the right amount

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Intentions for the AF model ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.4.png

./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.5.png [ ] follow Jason on twitter “strategic staircase… each step removes […]”

stars are not the teams stars are the investment the company is making in the teams


0) building code ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.6.png “focus on interesting technologies, elegant products” “maybe not what was needed” individual contributors


1) focus on value ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.7.png - 4 agile values metrics: presence/absence of behavior

“dysfunctional IT departments, this is where they needed to be” no point in investing further


2) Deliver value ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.8.png C-Integration, C-Deployment, C-Delivery “when you have to deliver this fast, you don’t have time for rework” capture value back into the company, very frequently - “Do your customers get what they need, when they need it? Yes or no?” - “Does your team know the right delivery cadence for customers and the market?” - “Do the team members have the skills to deliver no defects, consistently”

eg. web based companies, amazon, netflix


3) Optimize value ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.9.png more organisational involvement, restructure

everything dealt with in the team embedded in the team: business expertise, product expertise, customer expertise

fully cross-functional management behaves differently: more working across the org, impediments blocking multiple teams, lower handoffs anticipate customer needs

ubiquitous language, report progress on ’net profit per employee'

eg. spotify

SAAS, product companies not: IT departments

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4) Strengthening

eg. W Al gore, Semco, Joi Inc (“I wonder if Melo innovations (from Joi) Inc is there”)

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Investments: ./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.13.png

./resources/video-dancing-along-the-agile-fluency-path-diana-l.resources/screenshot.14.png & manage expectations


Q&A

they are cumulative -– startup / product focus have 3 star without 2 star? Arlow Belshi speaks about that sometimes you can function at a higher lvl in a language, without learning all the peaces, bust sooner or later it comes back to bite you. But you’re gonna get stuck. You’re not gonna get the benefits you could have.

-– peer learning environments. when do you start? (wait till n stars?)

start in the beginning but it will look differently along the way

  1. team room environment
  2. mob room

fluency is about making an investment in learning

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so far only team mindset in the model probably also other (company, product, …) but we have not studied that

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