Working Agile in an Ever Changing World
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Transcript of Working Agile in an Ever Changing World
Working AGILE in an Ever Changing World 2015-11-05
Joakim Lindbom
Chief Technology Officer
Cees Bos
Insights & Data Lead
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Stuck in old ideas?
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We’ll se more change the next 5 years than the previous 100 in the auto
industry.
Ian Robertson, Chairman of Rolls Royce
Chief of Sales and Marketing, BMW
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Towards #ZeroDay
Now goes for attacks, but will expand
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But who’s setting the pace?
The slowest component??!?
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How to (not) buld for innovation
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Continuous Simplification!
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AGILE
A True Team Effort
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Several valid motivations for wishing agile (can also be reached by other means)
Some common motivations
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• Accelerated time-to-market – respond to client needs
• Enhanced ability to manage changes of priorities, scope and
requirements – Adapt to market requests
• More business participation – ensure alignment
• Early reduction of risks – FAIL FAST
• Improved project visibility
• Fewer co-ordination meetings
• More responsibility for teams and individuals
• Continuous delivery
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What is Agile?
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Agile
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The Agile Alliance and Manifesto
What is the Alliance?
The Agile Alliance is a nonprofit organization with global membership, committed to
advancing Agile development principles and practices. They believe that Agile
approaches deliver higher value faster, and make the software industry more
productive, humane, and sustainable.
1
Individuals and interactions Processes and tools
Working software Documentation over
Customer collaboration Contract negotiation over
Responding to change Following a plan over
over
„That is, while there is value in the items on the right, we value the items on the left
more.“
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Agile approach
Deliver products more frequently – keeping up with higher change rate
Higher quality by frequent interaction with customer and avoiding long
timeframe from requirement to delivery
Impacts every role in the team
New framework on planning projects, managing time, cost and scope
Embracing change and managing risk
Challenges perception of certainty on projects
EM Club
d'Experts, 1© 2010 Capgemini. All
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Agility changes the way a project interacts with the business
The process of agile developments requires a
extremely high degree of collaboration
Business needs to drive the processes by means of a
Product Owner who is empowered to make decisions
that stick
The focus is on solving a business issue and not on
delivering the most fancy IT system. Ongoing
business interaction/validation and prioritization of
requirements
An agile project targets at delivering working software
instead of the traditional deliverables
1
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Practical implementation
Identify Separable business area’s/topics
Multi-discipinary teams around specific topics (Mortgage application,
Search Engine, etc) – Business and IT area’s
Clear end-to-end responsibility for teams
Create communities of specialiststs across teams (f.i. Data Analytics,
Product Management, etc) for guidelines, Way of working, Personal
Development, etc
Team Co-ordination within business area’s (f.i. Private Banking, etc)
Add Agile coaches to coach individuals and teams
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2016 Top 10 CIO Concerns
IT and Business alignment
Security and privacy
Speed of IT Delivery and time to market
Innovation
Productivity and efficiency
IT Value proposition towards the business
IT Agility and Flexibility
IT Cost reduction and Controls
Business Agility and Flexibility
Business cost reduction and controls
7 Out of 10 can be influenced with AGILE!
Source: The Society for Information Management
polled 785 organizations to find out for its 2016 IT Trends Study
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Culture (or pre-requisites…)
Agile Mindset and Capabilities
FAIL FAST
User/Business involvement
Executive Management Support &
Involvement
Ownership
1
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5 year (release) plan ?
No more!
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Go from
Transformation programmes
to Transformation Platforms
Changed mindset
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Would you dare to cool?
or
How do you unleash enthusiasm?
#OpenSource mindset
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Common Misconceptions
2
Agile is unsuited for big projects Projects successful executed
Misconception However…
Agile is unstructured
Highly disciplined teams are required
Agile does not deal with
architecture and design
Tight monitoring on architecture and design.
Embedded in the teams.
Agile is for developers only
Project management best practices needed
Agile projects easily go out of
scope
They are normally executed fixed date
Allowing for changes creates
overruns
By embracing change, keeping timelines and
prioritization overruns will be prevented
Agile projects are more difficult to
manage
Agile projects need special attention on project
management but are not more difficult to manage
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Agile & Testing
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Don’t plan for the unplannable!
Embrace #NoRequirements Embrace platforms Embrace OpenAPI Build on autonomous services Dare to be opportunistic Continous Simplification Complicated problems require simple solutions
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Contact
Joakim Lindbom CTO | Enterprise Architect [email protected] 08-5368 3934 0708-166404 twitter: JoakimLindbom http://www.slideshare.net/JoakimLindbom http://www.linkedin.com/in/joakimlindbom
Cees Bos Insights & Data Lead Capgemini Sweden [email protected] 08-5368 4196 0725-516485
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29
Agenda
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Level 1
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• Level 3
– Level 4
Master slide (not more than two lines)
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The information contained in this presentation is proprietary.
© 2015 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.
www.capgemini.com
About Capgemini
With almost 180,000 people in over 40 countries,
Capgemini is one of the world's foremost providers of
consulting, technology and outsourcing services. The Group
reported 2014 global revenues of EUR 10.573 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and
drive the results they want. A deeply multicultural
organization, Capgemini has developed its own way of
working, the Collaborative Business Experience™, and
draws on Rightshore®, its worldwide delivery model.
Learn more about us at www.capgemini.com.