Vastly accelerate software development. Create unprecedented growth.
Creating rapid growth is not trivial. Controlling it is even less easy. That’s why Peter Cronin has structured this workshop in two distinct parts.
This covers software development: how to get your people consistently developing software at an unprecedented rate.
This introduces the management changes necessary to control and direct an organisation that’s growing incredibly rapidly.
What do you do when Agile isn’t sufficiently agile?
Is your backlog a constant stream of bugfixes? Do your people persistently have trouble hitting sprint targets? Is product innovation regularly behind schedule?
This workshop will expose an uncomfortable truth: Agile might no longer be agile enough for your organisation, or your industry.
Peter will demonstrate how the goals of Agile invariably come into conflict with commercial business drivers. This conflict inevitably slows operational performance and prevents Agile from delivering its full performance potential.
This workshop will also offer a solution that unleashes Agile from its constraints so that output can be quickly scaled. We call it Steady Pace.
Peter will demonstrate that this solution leverages Agile’s enormous strengths while adding a simple but essential injection to identify and schedule against a system constraint.
He’ll also show that this can even be done without expensive scheduling software — all that’s needed is a whiteboard marker, and a piece of paper.
How do you successfully manage fast-moving development?
Scaling at high speed will rapidly outrun existing management policies and procedures.
At this point, executives can no longer reliably develop strategy from their collective expertise. While gathering accurate data is good, increasing the ability to make quality decisions is better.
Peter will demonstrate that, to prosper, this fast-growing tech company has applied a fundamentally different management approach that operates at an equally high speed.
This approach involves a super-flat management structure that empowers middle managers to rapidly make critical decisions that would normally be made in the executive suite — necessarily using information that is extremely low quality.
Peter will argue that your people almost always possess the answers to your big strategic development dilemmas.
What’s needed to get at this knowledge before it becomes obsolete is an upgrade of management “thinking process”.
Peter will then introduce the decision-making tools that this company uses to continuously reason and optimise strategy on-the-fly. This rigorous problem-solving method systematically harnesses management intuition — improving the quality of “out-of-the-box thinking” without sacrificing organisational initiative.
“If I had asked people what they wanted, they would have said a faster horse”
Additionally, Peter will argue that, contrary to accepted wisdom, customer feedback is rarely a driver of innovation.
The reason is that customers often just don’t know what they need until they see it. More often than not, customer feedback is a distraction that burdens your dev teams with additional feature work that is, at best, “nice to have”.
When provided in real-time (as it can be now), and over-indulged and prioritised by management, it can rapidly crowd-out real innovation — causing endless deployment delays.
What will my plan look like?
The objective is for each attending executive, over the course of the day, to fashion a simple (but detailed) plan that would implement The WiseTech Way in their organisation.
Obviously, the finer points of each plan will vary depending on your current size, marketplace maturity and growth goals. But, in a nutshell this plan will consist of:
- Identification of the fundamental constraint of your production teams and maximum output of that constraint (the system can output no more than this constraint).
- A system to use this constraint as a strategic source of management intelligence to manage and schedule the production and release of work (so the constraint always has work).
- A toolset to accelerate management responsiveness and strategy formulation to repeatedly come up with killer features that customers don’t even know they want yet (but will fall over to embrace once they see them).
- A management framework that willingly embraces the risk of error but is able to manage risk so that errors are small and survivable, not large and fatal.
You will leave this workshop with a practical understanding of The WiseTech Way and all the necessary steps you will need to take to actualise it yourself.
Discover the need for speed
Agile: necessary but not sufficient
Achieving Steady Pace
The role of management
We will do a session on application right here, and solve some of your organisation’s most-persistent software development problems.
Practical application and results
Who should attend
If you’re charged with the responsibility of growing your organisation—and if you’re tired of missed deadlines, constant firefighting, and a development pipeline increasingly overgrown with bugfixing—then there’s a very good chance that this workshop will be a worthy investment of time and money.
Because the implications of this workshop have wide-ranging implications for many parts of the organisation, this workshop is best suited to key decision makers with at least $3m in annual sales.