FROM LEAN STARTUP TO AGILE ENTERPRISEEVAN LEYBOURN
CHRYSLER, DELPHI, TEXACO, KODAK, LTV, COMPAQ, DIGITALWHAT DO THESE COMPANIES HAVE IN COMMON
Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
CLICK TO DISCOVER MORE
INTERESTINGWE LIVE IN TIMESUSE THE AGILE MANIFESTO
INTERESTING
WHAT DRIVES A TRANSFORMATIONCULTURE, DEMAND, & STRENGTHS
BUSINESS BUSINESS
Business change via sustained effort across the organisation
Change
Change
Change
Images shamelessly stolen from Ahmed Sidky (ICAgile)
PRE-AGILE » LEARNING AGILESTAGE ONE
DEFINE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE
MEASURE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE
COMMUNICATE YOUR AGILE VALUES PROCESS DRIVEN > RELATIONSHIP DRIVENINDIVIDUALS AND INTERACTIONS COMPLETED PRODUCTS & SERVICESPERSONAL OWNERSHIP & ACCOUNTABILITYCULTURE OF TRANSPARENCYCUSTOMER COLLABORATION RESPONDING TO CHANGE
DEVELOP AN AGILE RECRUITMENT POLICYTO DEVELOP ORGANISATIONAL CULTURE
PIVOT & RETROSPECTIVESCONTINUOUS BUSINESS IMPROVEMENT
Elephant in the RoomNew Zealand Post Group
TRANSITION TO CONTINUOUS DELIVERYHR, SALES, LEGAL, CUSTOMER SUPPORT, MEDIA & COMMS
TRANSITION TO INCREMENTALDELIVERYFINANCE, MARKETING, LEGAL, R&D, OPERATIONS
TRACK, CONTROL & VISUALISE WORKFLOWENTERPRISE KANBAN / STRICT WIP
INITIAL ORGANISATIONAL RESTRUCTURE CROSS-FUNCTIONAL TEAM STRUCTURE
Agile Business Management
Minimum Wage Employment
CONTINUOUS & TARGETED COACHINGMANAGERS, STAFF AND CUSTOMERS
A CORPORATE LANGUAGEPAIR PROGRAMMING » PAIR WORKDAILY SCRUM » DAILY STAND-UPSCRUM OF SCRUMS » SUMMARY STAND-UPTEST-DRIVEN DEVELOPMENT » TEST-DRIVEN WORKSPRINT » ITERATIONPRODUCT OWNER » CUSTOMER REPRESENTATIVESCRUM MASTER » TEAM FACILITATOR
EARLY AGILE » AGILE MANAGEMENTSTAGE TWO
AN AGILE EXECUTIVEAGILE CORPORATE GOVERNANCE
AN AGILE BOARDAGILE CORPORATE GOVERNANCE
An Executive KanbanNew Zealand Post Group
AGILE KEY PERFORMANCE INDICATORSIS THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, ENGAGING WITH THE TEAM REGULARLY?
IS THERE A REDUCTION IN IDENTIFIED DEFECTS BY CONSUMERS (NOTE: CONSUMER, NOT CUSTOMER)?
IS THE TEAM/PERSON MEETING AGREED DUE DATES?ARE QUALITY CONTROL TESTS OCCURRING DURING EVERY ITERATION?IS THE TEAM ENGAGING WITH THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, REGULARLY?IS THE CUSTOMER HAPPY WITH THE WORK BEING PRODUCED?HAVE OVERHEAD COSTS (E.G. ADDITIONAL MEETINGS, DELIVERY/RELEASE COSTS, DELAYS) BEEN REDUCED?
AGILE FINANCIAL MANAGEMENTMONTHLY BUDGETS AND TEAM CONTINGENCY
CONTINUE ORGANISATIONAL RESTRUCTURE FACILITATION-BASED MANAGEMENT
+3
+7
DEVELOP AGILE RELATIONSHIPS INTEGRATED CUSTOMER ENGAGEMENT
- “How much is this going to cost?”- “As much as you’re willing to spend.”
- “How long is this going to take?”- “As long as is necessary.”
- “What am I going to get?”- “Whatever you tell us you want.”
PIVOTREVIEW & REFINE THE BUSINESS MODEL
CONTINUOUS IMPROVEMENTRETROSPECTIVES
MEASURE, TRACK & VISUALISE WORKFLOWBURNDOWN, CFD, STATISTICAL RUN CHARTS
AGILE PRACTITIONERS » CONTINUOUS IMPROVEMENTSTAGE THREE
FINALISE ORGANISATIONAL RESTRUCTUREDYNAMIC, EMPOWERED TEAMS &LEAN MANAGEMENT HIERARCHY
Organisation ChartCity of Edmonton
SUPPORT SELF-ORGANISING TEAMS SKILLS AUDIT / REGISTER
TEST-DRIVEN WORKAGILE QUALITY CONTROL
PAIR WORKWHO SAYS ITS JUST FOR DEVELOPERS
CONTINUOUS IMPROVEMENTRETROSPECTIVES
http://agilebusinessmanagement.org
- Case Studies- Articles- Community
Join our Agile Journey
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
CLICK HERE TO DISCOVER MORE
Recommended
