Agile Adoptions that Work… …and Last

Why, How and What

1

2

WHY DO WE

ADOPT AGILE?

Organisational Waterfalls

3

ANALYSE

DESIGN

BUILD

TEST

DEPLOY

ARCHITECTS

ANALYSTS

DEVELOPERS

TESTERS

OPERATIONS

COMPONENT TEAMS

CRO

SS-F

UN

CT

ION

AL

TEA

MS

Pass the Bucket

4

http://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/

Process Complexity Diagram

5

Simple

Complex

Close to Agreement

Far from Agreement

Req

uire

me

nts

Close to Certainty

Far from Certainty

Technology

Chaos

“The Stacey Matrix”. Prof Ralph Stacey.

6

7

INDIVIDUALS & INTERACTIONS OVER PROCESSES AND TOOLS

WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION

CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION

RESPONDING TO CHANGE OVER FOLLOWING A PLAN

8

DO YOU HAVE A COMPELLING

VISION FOR CHANGE?

9

POSSIBLE BENEFITS OF AGILE

1. REDUCED TIME-TO-MARKET

2. INCREASED QUALITY 3. REDUCED WASTE

4. BETTER PREDICTABILITY 5. BETTER MORALE

“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007

10

HOW DO WE

ADOPT AGILE?

Change is not Easy

11 The Satir Change Model. http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png

12

A BEGINNER WHO HAS LEARNED A NEW LANGUAGE ALWAYS TRANSLATES IT BACK

INTO ITS MOTHER TONGUE

KARL MARX

13

DO YOU HAVE AN AGILE

CHANGE PROGRAMME?

14

15

WHAT IS THE MOST

DIFFICULT THING TO CHANGE

IN YOUR ORGANISATION?

Personal Change is Hard

16 http://it.toolbox.com/blogs/agile-pm/agile-adoption-across-the-organization-31698

17

ESSENTIAL TRANSFORMATION

ENABLERS

EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE

COLLECTIVE JOURNEY EXPERIENCED COACHING

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EVOLUTION OVER REVOLUTION

PEOPLE DON'T RESIST CHANGE. THEY RESIST BEING CHANGED.

PETER SENGE

Distance, Resistance & Fragility

19 Water-Scrum-Fall. Forrester Report

20

21

NOT AN ADOPTION, BUT A DEEP

TRANSFORMATION

22

LEAN KANBAN APPROACH TO CHANGE

START WITH WHAT WE DO NOW AGREE TO PURSUE INCREMENTAL CHANGE INITIALLY RESPECT ALL CURRENT ROLES ENCOURAGE ACTS OF LEADERSHIP AT ALL LEVELS

23

START FROM WHERE YOU ARE

NOW

24

PEOPLE & CULTURE

CHANGE COMES FROM THE PEOPLE. THEIR BEHAVIOURS FORM THE CULTURE.

CHANGE NEEDS TO BE PEOPLE-CENTRIC.

Business Cultures

25 “The Reengineering Alternative”. William Schneider

Agile-Friendly Cultures

26 “The Reengineering Alternative”. William Schneider

The Journey Towards Agility

27 “The Reengineering Alternative”. William Schneider

The Vehicle for Cultural Change

28 “The Reengineering Alternative”. William Schneider

KANBAN

KA

NB

AN

29

WHAT DO WE USE TO

TRANSFORM TO AGILE?

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USE FRAMEWORKS, TECHNIQUES &

PRACTICES THAT SUIT YOUR

CONTEXT

31

BEWARE THE SCRUMDAMENTALIST

(...AND EVERY OTHER PROCESS FUNDAMENTALIST)

32

DO NOT JUST ADOPT THE PRACTICES,

TRANSFORM EVERYTHING

ONE SMALL STEP AT A TIME

33

ESSENTIAL DELIVERY ENABLERS

UNCOMPROMISING QUALITY

PRODUCT MANAGEMENT ROBUST TESTING

SOFTWARE CRAFTSMANSHIP

34

ESSENTIAL TRANSFORMATION

ENABLERS

EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE

COLLECTIVE JOURNEY EXPERIENCED COACHING

35

radtac.co.uk & agile.bcs.org @jose_casal @radtacltd @bcs_agile

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36

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