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Copyright Novare ConsultingCopyright Novare Consulting
AGILE WAYS OF WORKING
CHRIS FERGUSON, DIRECTOR
NOVARE CONSULTING
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NOVARE CONSULTING
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OUR CERTIFICATIONS
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AGILE WAYS OF WORKING (WOW)
• Agile Manifesto
• Agile Philosophy
• Agile Principles
• Client Case Study
• Agile Culture
• Questions and Answers
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TODAY’S CHALLENGES?
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HOW DO WE MANAGE IN A VUCA WORLD?
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CYNEFIN FRAMEWORK: DAVID SNOWDEN (1999)
• The Cynefin framework (/ˈkʌnɪvɪn/ KUN-iv-in) is a conceptual framework used to aid decision-making. Cynefin is Welsh for “habitat”
• It has been described as a "sense-making device"
• Cynefin offers decision-makers a "sense of place" from which to view their perceptions
• It tells us how to approach a set of different situations, and also helps us to recognize the situation we are in
• You can have great solutions, but if they are applied in the incorrect context, they will be worthless or worse, harmful
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AGILE MANIFESTO (2001)
Agile v Traditional
People and
InteractionsOver Processes and Tools
Working Solutions OverComprehensive
Documentation
Customer
CollaborationOver Contract Negotiation
Responding to
ChangeOver Following a Plan
There is value in the items in the right-hand column but
in Agile we value the left-hand column more
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SO, AGILE MEANS……
• Generic description of a style
of working
• Flexibility
• Working closely with
customer throughout
• Ensuring final solution
actually meets business need
• Empower decision-making to
the lowest possible
organisational level
• Deferring decisions about
detail as late as possible
How can we use these ideas outside of projects?
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8 AGILE PRINCIPLES - DSDM
Principles that can be applied across the organisation
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AGILE HAS BECOME COMPLEX!
Over 30 techniques, frameworks
and agile based ways of working
can be grouped as shown
Sets out the
underpinning values of
all agile approaches
together with key
principles which make
any agile approach work
Agile Manifesto
Agile Principles
Agile Methods – e.g. DSDM
Development Techniques –e.g. DevOps
People and Culture – e.g.
Cynefin
Agile Scaling for business –
e.g SAFe
Extensions to Agile – e.g.
Extreme
Leadership –e.g.
Empowerment
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Along with the agile frameworks there are a variety of behaviours,
concepts and techniques that are seen as being part of the agile
way of working
AGILE BEHAVIOURS, CONCEPTS AND
TECHNIQUES
A few illustrative examplesTerm Agile Traditional
Behaviours
Being collaborative, self-organising,
customer focussed, empowered,
trusting not blaming
Principles,
Values & Mind
Set
Concepts
Prioritising what is delivered, working
iteratively & incrementally, not
delivering everything, time focussed,
inspect & adapt, Kaizen, limiting WIP
Fundamentals
Techniques
Burn charts, User Stories,
Retrospectives, Timeboxing,
Measuring flow
Practices &
Tools
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AGILE BUSINESS FRAMEWORK
• The future is volatile, with growing uncertainty for business
• An Agile Business is an organisation that embraces the Agile philosophy and values, which means that it is customer centric
• Agile businesses can respond quickly and effectively to both opportunities and threats
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CLIENT CASE STUDY EXAMPLE
• A traditional, hierarchic, global multi-
national realised that they would need
different qualities from their leaders of the
future
• The global digitisation strategy also
demanded that change
• They embarked on an ambitious
development programme to empower
their leaders of the future
• The candidates were selected globally
“You cannot solve a problem from the same consciousness
that created it.
You MUST learn to see anew” (Einstein)
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Shift in current thinking
Step 1
New perspectives
Step 2
Inspirational venues
Step 3
Company visits
Step 4
Unfamiliar environments
CHALLENGE THE CURRENT APPROACH
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WHAT DID THEY LEARN?
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HOW DID WE HELP?
• Digitisation Business Challenges
• Teams “bid for” each Challenge
• All the challenges were international,
strategic and centred on digitisation
• Stakeholders and environments were
complex
• To support the successful delivery of the
challenges, we coached the Teams in:
– Programme Management
– Agile Programme Management
– Agile Business Change
The digitisation programmes are still progressing on track
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BUSINESS AGILITY PROCESS
Innovation is the hub of the framework, meaning that people
not processes are at the heart of making things happen
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AGILE CULTURE DEFINITION
Agile Business Consortium Definition
“Agile Culture is about creating an environment that is underpinned
by values, behaviours and practices which enable organisations,
teams and individuals to be more adaptive, flexible, innovative and
resilient when dealing with complexity, uncertainty and change”
(Based on the works of Ed Schein, Frederick
Laloux, Vlatka Hlupic, Peter Senge and Alan Furlong)
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AGILE CULTURAL DNA
The deep, underlying assumptions, beliefs, and ways of working that
permeate all levels of an organisation
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9 LEADERSHIP PRINCIPLES
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CONCLUSION
• Agile techniques can be used at all levels
in organisations
• Understand the environment
• Prioritisation around risk reduction or
benefits realisation
• Apply agile principles
• User stories extended to all stakeholders
• Innovation fostered at all levels
• Select the agile techniques that work well
for your organisation
• Culture drives behaviours
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Novare ConsultingBooths Hall
Chelford Road
Knutsford Cheshire
WA16 8GS
www.novareconsulting.com
T: 0161 926 1840
F: 0161 926 1846
ANY QUESTIONS?
See you at Stand 60