Expanded Horizons - Agile Business Conference · Expanded Horizons. Copyright 2016 Agile ... • Sprint Zero E.g. for Scrum: • The Scrum process E.g. for Scrum: Potentially Shippable

Expanded Horizons

Copyright 2016 Agile Business Consortium

Ed HoltFounding Chairman

Andrew CraddockProduct Innovation Director

The Way We Were… early 1990s

Development Technologies

Object Oriented

GUI Languages

4GLs (and 3GLs!)

Waterfall / Proprietary Methods

Oracle CASE

IEW IEF

SSADM

Responsive (Agile)Project Framework(open, free)

Business Commitment


Data Sciences Ltd.

How it all came about…


2003

The Tricky Bit………..Creating (and Developing) the Method

MoSCoW

20011994

DSDM Version 1

“… not only rapid and responsive to changing business needs but also rigorous in terms of quality and governance.”


Then (nearly) everyone cottoned on…

and we had the ‘method wars’


DSDM Today … a Global Resource(for IT and Business Projects)


Where Next?...We scanned the horizon

• Organisational ‘Silos’ inhibit collaboration• Command and Control management• Managers managing Managers – wasteful• Poor communication and slow decision making • High risk of politics and self-serving protectionism• More bosses per worker – reduced productivity

• Small, focused self-organising, multi-skilled teams• Collaboration the norm • Rapid, devolved decision making• No barrier to doing the right thing• More workers per boss – increased productivity• Teams extend beyond the organisation

Executives


Business Agility: Key Benefits Identified…


We listened to the ‘Mood Music’

Sources:Holbeche The Agile Organisation, 2015Dando Agile NZ ‘Agile Beyond IT’ InfoQ, Jan 2016McKinsey Why Agility Pays, 2015Frederic Laloux Reinventing Organisations, 2014

“we have stretched the current way we run organizations to its limits”Frederic Laloux


The Way We Are….. 2016

Development Technologies

Components

Cloud

Services

Agile IT MethodsScrum

XP

Kanban

AgileProject Framework

(open, free)DSDM AgilePM

Agile Business Change Framework(open, free)


Regulators

Shareholders/Trustees Business

ChangeStrategy

Leadership

Culture

Organisation

CustomerCustomers Agents

SuppliersPartners

Business Change Landscape


Product

BusinessProducts

Service

BusinessServices

DigitalServices

People make the framework Agile


• Constant, consistent, clear leadership• The foundation stone of any change initiative• Supporting 3 pillars of Agile Business Change

• Communication• Effective, timely, focused, meaningful• Continually re-enforcing the vision for and

value of the change

• Collaboration• Collaboratively autonomous ‘One Team’ approach• Involving creativity, experimentation and

continuous learning by committed individuals

• Commitment• From within – based on individual, personal buy-in

to the vision and value of the change

• Business Change ‘Payload’• Agile in nature – Incrementally delivering customer value • Building sustainable capability – valuable today,

and a foundation for future innovationPayload

Com

mitm

ent

Leadership

Com

mun

icat

ion

Col

labo

ratio

n

Agile Business Change ProcessFrom ‘Need’ to ‘Fulfillment’


Deliver Value:• Early and often

Need Fulfillment

Make the Change:• Get the job done

InnovationHub

Establish Foundation:• What we need to do• How we will do it• Appropriate organisation

and governance

Establish Driver:• Required high-level outcome

• Vision and Goals/Objectives• Business justification and Leadership

The Innovation Hub a ‘nexus’ of creativity


Focus

• Core change participants involved throughout

• Shaping solutions• Making the change• A collaboratively autonomous

team

• Influencers, stakeholders and beneficiaries involved as needed

• Directing, coordinating, facilitating as appropriate

• Not managing or controlling

• Always focused on• Desired outcome• Early and incremental

delivery of customer value

FromNeed

ToFulfillment

Coordinating ChangeLeading Change Making Change0

Agile Business Change

DelightedCustomer

AgileCulture

AgileLeadership

AgileStrategy

AgilePortfolio

AgileProjects

AgileService

Evolution

AgileProduct

EvolutionAgile

Governance

AgileEnablement

AgileProgrammes


Agile Portfolio Management

Driver

Foundation

IncrementalBusiness Value

Uplift

PortfolioInnovation

Hub

Understand:• Business Strategy• Strategic priorities

Establish:• Strategic Alignment Criteria• Business KPIs? E.g.

• Customer Satisfaction, Sales, Profit, Cycle Time

• Compliance

Do it:• Agile Budgeting• Continuous

• Idea ‘management’• Portfolio Prioritisation

• Change Activation and governance

Measured as:• ΔKPI / RoI for

ΔKPIFor:• Value

enabled• Value

realised


Portfolio Management Roles


CIO

CEO

CFO

COO

PortfolioManager

PortfolioSupportTeam

BusinessSponsor

BusinessSponsor

BusinessArchitect

EnterpriseArchitect

BusinessAnalyst

Agile Programme Management

Essentially:• AgilePgM

Pre-programme

Essentially:• AgilePgM

Feasibility & Foundations Essentially:• AgilePgM

Capability Evolution

Essentially:AgilePgMTranche Review


Driver

Foundation

IncrementalCapabilityChange

ProgrammeInnovation

Hub

Programme Management Roles


ProgrammeManager Business

ChangeOwner

ChangeAgent

BusinessArchitect

BusinessSponsor

StakeholderEngagementCoordinator

ProjectManager

TechnicalArchitect

ProgrammeSupportTeam

BusinessAnalyst

ChangeArchitect

EnterpriseArchitect

Agile Project Management

Essentially:• Tweaked AgilePM

Pre-project

Essentially:• AgilePM

Feasibility & Foundations Essentially:• AgilePM

Evolutionary Development• Interfacing to Product/Service Dev’t

Essentially:AgilePMDeployment


Not needed if projectis part of a programme

(Driver)

Foundation

IncrementalValue

Delivery

ProjectInnovation

Hub

Project Management Roles


ProjectManagerBusiness

Sponsor

BusinessSpecialist

TechnicalSpecialist

BusinessChangeOwner

Formerly Business Visionary

TechnicalArchitect

FormerlyTechnical Coordinator

ProjectSupportTeam

TeamLeader

ProductOwner

ServiceOwner

BusinessAnalyst

(Driver)

Foundation

IncrementalProduct

Deployment

ProductInnovation

Hub

Agile Product Development

E.g. for Scrum:• Product Vision

and Roadmap

E.g. for Scrum:• Product Backlog• Sprint Zero E.g. for Scrum:

• The Scrum process

E.g. for Scrum:Potentially ShippableProduct Increment(per Sprint)

Where applicable, ‘components’of AgilePM Foundations

‘Release’ handled by AgilePM Deployment phasein a project context

Not needed if product dev is part of a project


Agile Service Development


Driver

Foundation

IncrementalServiceChange

ServiceInnovation

Hub

• A key part of the Agile Business Change Framework• Services are how value is delivered to customers and stakeholders

• Thoughts on leading / managing / coordinating change to services still emerging• Potentially elements of AgilePgM ‘in the small’ blended with elements of AgilePM…

“If you always do what you always did, you will always get what you always got.”

[Albert Einstein – Physicist & Philosopher]

“The enterprise that does not innovate inevitably ages and declines. And in a period of rapid change such as the present, the decline will be fast”

[Peter F Drucker – Author (management)]


Innovation over the status quo

Channeling the words of the wise…to Value:

“You manage things; you lead people”

[Rear Admiral Grace Murray Hopper – US Navy]

“If your actions inspire others to dream more, learn more, do more and become more then you are a leader”[John Quincy Adams – 6th US President]



Inspiring leadershipover conservative management


“All companies can benefit from fostering a more flexible environment (creating a place where the most talented, industrious, and entrepreneurial people want to work) and relinquishing hierarchical control to favor a results-oriented meritocracy.”

[Maynard Webb – Former COO eBay, former Chairman Yahoo ]




Collaborative autonomyover hierarchical control


“If you’re not serving the customer, your job is to be serving someone who is”

[Jan Carlzon – former CEO, SAS]

“Profit in business comes from repeat customers; customers that boast about your product and service, and that bring friends with them”

[W. Edwards Deming Industrialist and Educator]





Customer focusover self interest


Acknowledging that:

While there might sometimes be a time and a place for the latter… the former should be our default focus.





Customer focusover self interest

The Manifesto for Business AgilityValue:

Regardless of your starting point…the Agile Business Consortium is here to help you on your journey


From the norm of the status quo

a world of innovation for business advantageto

From human machines under hierarchical control

collaborative autonomy of your creative teamsto

From individual or organisational self interest

a real customer focus for all you do and deliverto

From old-school conservative management

inspiring leadership of your greatest assetsto

The Agile Business Consortium

Our mission:

To be the global leader in promoting, supporting and enabling

Agile Business

By providing advice, guidance and accredited products and services to C-level executives and their change management teams

through an international network of partners.


Planned Offerings


• By us• By You

Agile Business

• Agile Business Change Framework• Agile Business Change Content• Accreditation & Examination Models• Assessment (Competence) Model

PUBLICATIONS

PROFESSIONALACCREDITATION

TRAINING

COACHING, MENTORING,

CONSULTANCY

MEMBERSHIP

• Individuals• Organisations

• Our Intellectual Property• Delivered by Accredited Training Organisations

• Delivered by our implementation partners• Brokered by us:

• Accredited Implementation Partners,and Training Organisations

• Certified Professionals• Community

EVENTS • Conferences and Member days• Webinars

A Journey with Partners

Thanks to contributors to date:

• Product Development• Implementation and Training• Case Studies

Join us on the journey:

And… Jennifer Stapleton, Mark Buchan, Katie Taylor, Barbara Roberts, Steve Messenger


[email protected]

“Supporting your Agile Business Change initiatives”


Documents

Expanded Horizons - Agile Business Conference · Expanded Horizons. Copyright 2016 Agile ... • Sprint Zero E.g. for Scrum: • The Scrum process E.g. for Scrum: Potentially Shippable