The Agile Journey
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Transcript of The Agile Journey
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The Agile Journeyby Ryan Dorrell, AgileThought CTO and Co-Founder
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A bad system beats a good person every time.
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You don’t need to change. Survival is optional.
- W. Edwards Deming
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A Case Study in Agile
Rapidly Shifting Market – a company founded in analog technology with the rest of the world moving to
digital.
Complex Organizational Structures – no clear flow for products and services to be delivered to customers.
Products often took months to deliver.
Heavyweight Delivery Methodology – new products and services often missed the mark because they were
late, resulting in revenue struggles.
Low Morale – low morale and excitement about the work.
Internal Cultural Divide Between Teams – “Us” versus “Them” between business and IT.
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(re)Defining Agile – Beyond Software
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Customer collaboration
Prioritization by business value
Incrementally create and deliver working products
Respond to change faster
Higher quality, faster, at lower cost and lower risk
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http://en.wikipedia.org/wiki/Toyota_Production_System
Lean – A History Lesson
Toyota Production System (TPS) developed over 50 years ago
Core thinking is around using less to do more
Best practices are observed and adapted in the workplace, not in theory
Relentless focus on creating brilliant processes
Ask yourself: How often do you stop to improve how you work?
Continual Improvement + Engaged People = Amazing Results
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Lean Principles
Identify what creates value for the customer
Identify the steps in the value stream, then remove what is non-value adding
Make the value adding activities flowin a tight sequence
Make only what the customer “pulls” from you
Seek perfection (through waste removal)
http://www.lean.org/WhatsLean/Principles.cfm6
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Kanban Principles
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Map the Value Stream
Agree to a team capacity
Limit Work in Process (WIP) to that capacity
Pull value through the Value Stream
Make both work and workflow visible
TO DO DOING DONE
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Value Stream Mapping
How much time is spent on value add vs non value add?
Recurring Value Stream Mapping to re-assess the whole value stream.
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Capacity and Limits
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Agree and establish
Work Capacity: what is a fair and reasonable expectation for workload for a team?
Plus work policies that are clearly understood and can be consented to by all involved.
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Work Visibility
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7 Types of Waste
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Partially Done Work
Extra Features
Lost Knowledge
Handoffs
Task Switching
Delays
Defects
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Metrics
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Wield metrics as a tool for continuous improvement
Manage quantitatively and objectively using only a few simple metrics
Quality
Cost of Delay
Lead / Cycle time
Waste / Efficiency
Throughput
Rev
enu
e $
Time
EOL
Delays take sales away from max sales
Cost of Delay
Graphic inspired by @johannarothman
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The Path to Lean and Agile
The Kanban Method rejects the traditional approach to change
Avoid resistance, not push against it
Don’t reorganize
Don’t install new processes
Rely on evolutionary change
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Improvements driven through visual Kanban boards and Kanban systems
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Using the Kanban Method
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Start with your existing work flow
Everyone agrees to pursue evolutionary change
Respect existing roles, responsibilities and job titles
initially – but agree that they may change
Encourage leadership
Learn to view what you do as a set of services (that
can be improved)
Map, understand and track the workflow to improve
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Using Agile/Lean Everywhere!
15Graphic courtesy of @iamagile
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A Case Study in Agile, revisited
Pragmatically implemented Scrum/Kanban
Philosophy of servant leadership
Executive engagement Entire business project portfolio is visualized with Kanban
Aggressive attitude towards eliminating non-value add activities
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Doing more with less –producing more value, more often, with fewer staff
A Case Study in Agile: Results
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Through elimination of non-value add work, streamlining of flow of work40%
More Efficient
95%Approval Rating
Through pre and post employee surveys
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Are you ready?
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1. Is my organization ready for cultural change?
2. Am I prepared to have an engaged workforce?
3. Am I ready to make necessary, but possibly difficult, changes?
4. Am I willing to adapt my leadership style if necessary?
5. Am I willing to empower and trust my teams?
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Visit our library of free webinar videos!
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• Azure + Visual Studio Online: How to build, test, deploy and monitor seamlessly
• 6 Steps To Achieving Predictable Release Management With Visual Studio 2013
• How To Create High Value Development Teams
• 5 TFS Features That Will Dramatically Improve Your Team's Performance
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With 20 years of professional software development experience, Ryan has been deeply involved in
building a wide range of applications. He has extensive experience building web-based transactional
systems, as well as cloud data management applications. Recently, Ryan has led AgileThought into
many new areas of technical capability, such as mobile and cloud development.
About Ryan
Thank You
@ryan_dorrell
Looking for ALM Solutions for Your Business? Email me at [email protected]
linkedin.com/in/ryandorrell