Tips to Become Agile`

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    11 tips to

    become more

    agile

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    Tip # 1

    Understand

    what agility is

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    Agility is not just the ability to change. It is a

    cultivated capability that enables an organizationto respond in a timely, effective, and sustainable

    way when changing circumstances require it.

    Source

    http://www.strategy-business.com/article/00188?pg=all

    http://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=all
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    Strategic adaptabilityrefers to acompanys capacity to reconfigure

    its underlying business concept.

    Strategic agility

    Source

    http://www.managementexchange.com/blog/what-adaptability

    http://www.managementexchange.com/blog/what-adaptabilityhttp://www.managementexchange.com/blog/what-adaptabilityhttp://www.managementexchange.com/blog/what-adaptabilityhttp://www.managementexchange.com/blog/what-adaptability
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    Operational agility implies an ability to respond

    quickly to shifts in demand or customerpreferencewithin the boundaries of an

    existing business model.

    Operational agility

    Source

    http://www.managementexchange.com/blog/what-adaptability

    http://www.managementexchange.com/blog/what-adaptabilityhttp://www.managementexchange.com/blog/what-adaptabilityhttp://www.managementexchange.com/blog/what-adaptabilityhttp://www.managementexchange.com/blog/what-adaptability
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    Tip # 2

    Find out what is

    happening in theexternal world

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    To keep all employeesfocused on the

    external environment, DaVita HealthCarePartners Inc. abandoned the organization

    chart.

    Source

    http://www.strategy-business.com/article/00188?pg=all

    http://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=all
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    Tip # 3

    Be willing to give upwhat will not be

    appropriate tomorrow

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    Managing agile organizations means being

    willing to give up the activities that make yousuccessful today but that wont be

    appropriate tomorrow - over and over again.

    Source

    http://www.strategy-business.com/article/00188?pg=all

    http://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=all
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    Tip # 4

    Invest inhigh growth

    opportunities

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    You can pull resources from slower declining

    businesses and put them against faster

    growing or more promising opportunities.

    Sourcehttps://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Strategy_through_turbulence_An_interview_with_Don_Sull_2491

    https://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Strategy_through_turbulence_An_interview_with_Don_Sull_2491https://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Strategy_through_turbulence_An_interview_with_Don_Sull_2491
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    Tip # 5

    Make the customer

    a partner

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    More customer collaborationand less contract negotation.

    Source

    http://agilemanifesto.org/

    http://agilemanifesto.org/http://agilemanifesto.org/
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    In agile development, the customer

    becomes part of the development team.

    Plans are less documented. Communication

    in general becomes more personal and less

    documented.

    Source

    http://kuperpresents.com/nycspin/Resources/RayBohem%20-%20AgileProjMgmt.pdf

    http://kuperpresents.com/nycspin/Resources/RayBohem%20-%20AgileProjMgmt.pdfhttp://kuperpresents.com/nycspin/Resources/RayBohem%20-%20AgileProjMgmt.pdfhttp://kuperpresents.com/nycspin/Resources/RayBohem%20-%20AgileProjMgmt.pdfhttp://kuperpresents.com/nycspin/Resources/RayBohem%20-%20AgileProjMgmt.pdf
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    Source

    http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-

    management-discovery/

    The team reports to the client,not to the manager.

    http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/
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    Customers control the development resources

    and have the flexibility to refine and change thebusiness direction.

    Source

    Jim Hill, Larissa T. Moss, Chris Sorenson, and Wyatt Weeks. BI Experts perspective: Agile Development.

    Business Intelligence Journal, Volume 14, Nr. 2.

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    One of the objectives of agile principles is

    removing bureaucracy from the development

    life cycle.

    The ideal is to focus on providing value

    through interactions with the end users.

    Source

    Larson, Deanne: BI Principles for Agile Development: Keeping Focused.

    Business Intelligence Journal, Volume 14, No. 4

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    Tip # 6

    Work in

    short cycles

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    Agile methods are a reaction to the bureaucracy,

    planning, and inflexibility of the waterfall

    approach.

    Large projects are chopped into a series of

    smaller / shorter cycles.

    Sources

    http://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.html

    http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-

    radical-management-or-agile-to-a-cfo/

    http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-

    management-discovery/

    http://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.forbes.com/sites/stevedenning/2011/08/16/how-do-you-explain-radical-management-or-agile-to-a-cfo/http://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.htmlhttp://www.ft.com/cms/s/0/a988cd86-9759-11dc-9e08-0000779fd2ac.html
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    Create a flow of value to customers by

    chunking feature delivery into smallincrements.

    Source

    http://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf

    http://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdfhttp://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
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    Define work goals before each cycle starts.

    Source

    Steve Denning.http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/

    http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/http://www.forbes.com/sites/stevedenning/2011/04/29/scrum-is-a-major-management-discovery/
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    Tip # 7

    Work in

    parallel steps

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    Source

    Smith, Jeff: An agile approach brings success. Training and development in Australia, October, 2009.

    25 years ago, projects were seen as being

    implemented like a waterfallstep 1 is completed,

    then step 2 and so on.

    In contrast, we dont assume that each phase is

    independent and will be complete before the next

    phase commences. Things happen in parallel,

    and they affect each other.

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    Waterfall approach Agile approach

    Step 1

    Step 2

    Step 3

    Step 1

    Step 2

    Step 3

    Time Time

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    Waterfall approach Agile approach

    Linear process

    Planning. Analysis.

    Development.

    Implementation.

    Parallel process

    Work simultaneouslyon planning, analysis,

    development, and

    implementation.

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    Todays hypercompetitive environment and the

    rapidly changing business landscape create asituation where the once-a-year strategic

    planning process is simple not sufficient.

    Source

    Buhler, Patricia M.: Managing in the new millenium. SuperVision, November 2008.

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    Tip # 8

    Set people free

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    Agile methods encourage team members

    to voluntarily sign up for tasksand

    share ownership instead of assigning task

    from the top down.

    Source

    Xu, Peng: Coordination In Large Agile Projects.

    The Review of Business Information Systems; Fourth Quarter 2009.

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    Tasks are chosen, not assigned

    The Web is an opt-in economy. Whether contributing to

    a blog, working on an open source project, or sharingadvice in a forum, people choose to work on the things

    that interest them.

    Source

    Hamel, Gary: The Facebook Generation vs. the Fortune 500.http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/

    http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/
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    Recognizing individual team members as

    intelligent, skilled professional agents, andplacing a value on their autonomyis

    fundamental to all other practices.

    Source

    http://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdf

    http://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdfhttp://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdfhttp://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdfhttp://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdf
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    Tip # 9

    Communicate

    openly and quickly

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    For an agile team to be able to adapt,information must be open and free flowing.

    Source

    http://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdf

    http://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdfhttp://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdfhttp://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdfhttp://www.propernet.com/extranet/mcgill/CLASS%203/3.1%20-%20AgileProjectManagement.pdf
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    Rapid feedback to all stakeholders.

    Source

    Fernandez, Daniel J. & Fernandez, John D.:

    Agile Project ManagementAgilism versus Traditional Approaches.

    Journal of Computer Information Systems, Winter 2008-2009.

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    Tip # 10

    Keep things

    simple

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    Simplicity - the art of maximizing the amount

    of work not done - is essential.

    Keep things as simple as possible as long as

    possible.

    Sources

    http://www.extremeprogramming.org/rules/simple.html

    http://agilemanifesto.org/principles.html

    http://www.extremeprogramming.org/rules/simple.htmlhttp://agilemanifesto.org/principles.htmlhttp://agilemanifesto.org/principles.htmlhttp://www.extremeprogramming.org/rules/simple.html
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    The idea of agile processes is born out of lean

    manufacturing processes.

    One principle is simplicity over complexity.

    Another is clarity over certainty.

    Source

    Smith, Jeff: An agile approach brings success. Training and development in Australia, October, 2009.

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    Tip # 11

    Test

    continuously

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    With an agile approach, testing occurs

    constantlythrough the interactions ofstakeholders.

    Source:

    Larson, Deanne: BI Principles for Agile Development: Keeping Focused.

    Business Intelligence Journal, Volume 14, No. 4

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    In the waterfall life cycle, testing occurs after

    development and assumes the responsibility of

    delivering quality.

    This approach never works because it occurs

    too late in the life cycle to correct major defects,

    and little to no collaboration has occurred.

    Source

    Larson, Deanne: BI Principles for Agile Development: Keeping Focused.

    Business Intelligence Journal, Volume 14, No. 4

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    Effective testing and innovation activities

    range from gathering further intelligence, totrying out new ideas on a small scale, to

    implementing full-scale product development

    programs.

    Source

    http://www.strategy-business.com/article/00188?pg=all

    http://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=allhttp://www.strategy-business.com/article/00188?pg=all
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