Tips to Become Agile`
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Transcript of 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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