DOs and DON Ts of introducing AGILE to hardware/industrial ......of introducing AGILE to...

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DOs and DON‚Ts of introducing AGILE to hardware/industrial organization Laura Klančnik – Agile project management consultant November 2018

Transcript of DOs and DON Ts of introducing AGILE to hardware/industrial ......of introducing AGILE to...

Page 1: DOs and DON Ts of introducing AGILE to hardware/industrial ......of introducing AGILE to hardware/industrial organization ... development teams •Low usage of products/appliances

DOs and DON‚Ts of introducing AGILE tohardware/industrial organization

Laura Klančnik – Agile project management consultant

November 2018

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The Problem

… methods used are not really SCRUM… projects experience more delays and challenges… employees are demotivated, some already leaving… etc

We use SCRUM

… so…

We are agile ?!

do it … in one year !WE HAVE TO BECOME AGILE…

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New programs won‘t work on old PC …

…Why does this happen?

… until we adapt „environment“

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Why change to AGILE? Our Goal

VISION

TREND?

• SATISFIED & MOTIVATED EMPLOYEES

• RIGHT PRODUCTS• SPEED (Time To Market)• SATISFIED CONSUMERS

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It is a long Journey… …but it is worth it

Way of life

Start„The Change“

INFO&TRY

1st (individual)

Results visible

Gain Speed

&Focus

1 year

2-4 year

+5 years

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…can we become AGILE

How ?

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Key steps of AGILE transformation

The Solution

Enable (lean)

AGILE ENVIRONMENT

Initiate start of MINDSET CHANGE

Use AGILE Methods & Practices

MOTIVATING

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Why is ENVIRONMENT crucial enabler in AGILE transformation?

No big difference can be expected at the finish line

WHATEVER TEAM STARTS the WORK

(fast, slow, traditional, agile,…)

When we are blind to systemic causes of problems …… all the solutions we try will likely make matters worse.

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The Environment + Mindset Challenges of traditional companies

Control over trust

• Isolated islands instead of ONE team• Communication challenges

Work in silos

Poor consumer centricity

• „Has to be like that“ & „Can not be done“ mentality

• Blindly following „outdated“ rules unable to adapt (not willing; do not dare)

Low motivation & limited „out of the box“ thinking

I‘m glad that hole is on his end.

• Lack of user understanding in development teams

• Low usage of products/appliances within employees

• Complex development (approval) processes

• Exaggerated security

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EGO is THE enemy for AGILE

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Hierarchy & MICROMANAGEMENTBiggest blocking point to become Agile company

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(Detail !!!) Report

demands

Reports

Reports

Reports

TRADITIONAL COMPANY

reports about demands

supports

Employees

Directors/ Group Leaders

Senior

Management

Board

AGILE COMPANY

Difference?

Employees

Directors/ Group Leaders

Senior

Management

Board

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…do yourself a favor…

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Recommendation

…for approach to AGILE

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LEARNINGSome knowledge of Agile, but implementing only

at a surface level.

PRACTICING Doing Agile, but without deep understanding,

business buy-in or reliable results.

SCALINGBringing Agile processes beyond projects, to the program and portfolio levels of the organization.

OPTIMIZING Refining Agile processes with additional coaching

and training where necessary

LIVING IT „BEING AGILE COMPANY“

1st UNDERSTAND - Agile maturity levels

Transformation

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Structure & Processes

Work Conditions

Culture

Leadership

Working Mode

Expertise

Environment Mind-set Practices

2nd GET FUL PICTURE - (Self)Evaluate Agile maturity

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If you create motivating AGILE environment …

3rd IMPROVE - where needed

… MAGIC can happen

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Q&A

THANK YOU