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What helps organisations complete a successful Agile transformation that last the passage of time?
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1
Agile Adoptions that Work……and Last
Why, How and What
2
WHY DO WE
ADOPT AGILE?
Process Complexity Diagram
3
Simple
Complicated
Complex
Close toAgreement
Far fromAgreement
Req
uir
em
ents
Close toCertainty
Far fromCertainty
Technology
Chaos
“The Stacey Matrix”. Prof Ralph Stacey.
Organisational Waterfalls
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ANALYSE
DESIGN
BUILD
TEST
DEPLOY
ARCHITECTS
ANALYSTS
DEVELOPERS
TESTERS
OPERATIONS
COMPONENTFEATU
RE
Pass the Bucket
5
http://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/
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INDIVIDUALS & INTERACTIONS
OVER PROCESSES AND TOOLS
WORKING SOFTWAREOVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATIONOVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
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DO YOU HAVE A COMPELLING
VISIONFOR AGILE?
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POSSIBLE BENEFITS OF AGILE
1. REDUCED TIME-TO-MARKET2. INCREASED QUALITY
3. REDUCED WASTE4. BETTER PREDICTABILITY
5. BETTER MORALE
“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007
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HOWDO WE
ADOPT AGILE?
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WHAT IS THE MOST
DIFFICULTTHING TO CHANGE
IN YOUR ORGANISATION?
Change is not Easy
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http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png
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DO YOU HAVE AN AGILE
CHANGEPROGRAMME?
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ESSENTIAL TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTIONPEOPLE & CULTURE
COLLECTIVE JOURNEYEXPERIENCED COACHING
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START FROMWHERE YOU ARE
NOW
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Quality - A known risk to
be actively managed
Quality of the solution
agreed and fixed
Agile ApproachTraditional Approach
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Concept-to-Cash Business Flow
ANALYSE DESIGN BUILD TEST DEPLOY SUPPORTIDEA
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The Agile Anomaly
ANALYSE DESIGN BUILD TEST DEPLOY SUPPORTIDEA
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The Agile Anomaly
ANALYSE DESIGN BUILD TEST DEPLOY SUPPORTIDEA
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Distance, Resistance & Fragility
Water-Scrum-Fall. Forrester Report
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NOT ANADOPTION,BUT A DEEP
TRANSFORMATION
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PEOPLE&
CULTURE
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Business Culture
“The Reengineering Alternative”. William Schneider
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Agile-Friendly Cultures
“The Reengineering Alternative”. William Schneider
28
The Journey Towards Agility
“The Reengineering Alternative”. William Schneider
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The Vehicle for Cultural Change
“The Reengineering Alternative”. William Schneider
KANBAN
KA
NB
AN
KANBAN
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LEAN KANBAN APPROACH TO CHANGE
START WITH WHAT WE DO NOWAGREE TO PURSUE INCREMENTAL CHANGEINITIALLY RESPECT ALL CURRENT ROLESENCOURAGE ACTS OF LEADERSHIP AT ALL LEVELS
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WHATDO WE USE TO
TRANSFORM TO AGILE?
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USE FRAMEWORKS,TECHNIQUES &
PRACTICES THATSUIT YOUR
CONTEXT
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BEWARE THESCRUMDAMENTALIST
(...AND EVERY OTHER PROCESS FUNDAMENTALIST)
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DO NOT JUSTADOPT THE PRACTICES,
TRANSFORM EVERYTHING
ONE SMALL STEPAT A TIME
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ESSENTIAL DELIVERY
ENABLERS
UNCOMPROMISING QUALITY PRODUCT MANAGEMENT
ROBUST TESTING SOFTWARE CRAFTSMANSHIP
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ESSENTIAL TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTIONPEOPLE & CULTURE
COLLECTIVE JOURNEYEXPERIENCED COACHING
39
radtac.co.uk & agile.bcs.org
@jose_casal
@radtacltd
@bcs_agile
Lean & Agile Training
40
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