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Agile Adoptions that Work……and Last

Why, How and What

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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

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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

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40

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