Agile Adoptions that Work… …and Last
Why, How and What
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2
WHY DO WE
ADOPT AGILE?
Organisational Waterfalls
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ANALYSE
DESIGN
BUILD
TEST
DEPLOY
ARCHITECTS
ANALYSTS
DEVELOPERS
TESTERS
OPERATIONS
COMPONENT TEAMS
CRO
SS-F
UN
CT
ION
AL
TEA
MS
Pass the Bucket
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http://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/
Process Complexity Diagram
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Simple
Complex
Close to Agreement
Far from Agreement
Req
uire
me
nts
Close to Certainty
Far from Certainty
Technology
Chaos
“The Stacey Matrix”. Prof Ralph Stacey.
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INDIVIDUALS & INTERACTIONS OVER PROCESSES AND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
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DO YOU HAVE A COMPELLING
VISION FOR CHANGE?
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POSSIBLE BENEFITS OF AGILE
1. REDUCED TIME-TO-MARKET
2. INCREASED QUALITY 3. REDUCED WASTE
4. BETTER PREDICTABILITY 5. BETTER MORALE
“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007
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HOW DO WE
ADOPT AGILE?
Change is not Easy
11 The Satir Change Model. http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png
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A BEGINNER WHO HAS LEARNED A NEW LANGUAGE ALWAYS TRANSLATES IT BACK
INTO ITS MOTHER TONGUE
KARL MARX
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DO YOU HAVE AN AGILE
CHANGE PROGRAMME?
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WHAT IS THE MOST
DIFFICULT THING TO CHANGE
IN YOUR ORGANISATION?
Personal Change is Hard
16 http://it.toolbox.com/blogs/agile-pm/agile-adoption-across-the-organization-31698
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ESSENTIAL TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE
COLLECTIVE JOURNEY EXPERIENCED COACHING
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EVOLUTION OVER REVOLUTION
PEOPLE DON'T RESIST CHANGE. THEY RESIST BEING CHANGED.
PETER SENGE
Distance, Resistance & Fragility
19 Water-Scrum-Fall. Forrester Report
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NOT AN ADOPTION, BUT A DEEP
TRANSFORMATION
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LEAN KANBAN APPROACH TO CHANGE
START WITH WHAT WE DO NOW AGREE TO PURSUE INCREMENTAL CHANGE INITIALLY RESPECT ALL CURRENT ROLES ENCOURAGE ACTS OF LEADERSHIP AT ALL LEVELS
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START FROM WHERE YOU ARE
NOW
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PEOPLE & CULTURE
CHANGE COMES FROM THE PEOPLE. THEIR BEHAVIOURS FORM THE CULTURE.
CHANGE NEEDS TO BE PEOPLE-CENTRIC.
Business Cultures
25 “The Reengineering Alternative”. William Schneider
Agile-Friendly Cultures
26 “The Reengineering Alternative”. William Schneider
The Journey Towards Agility
27 “The Reengineering Alternative”. William Schneider
The Vehicle for Cultural Change
28 “The Reengineering Alternative”. William Schneider
KANBAN
KA
NB
AN
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WHAT DO WE USE TO
TRANSFORM TO AGILE?
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USE FRAMEWORKS, TECHNIQUES &
PRACTICES THAT SUIT YOUR
CONTEXT
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BEWARE THE SCRUMDAMENTALIST
(...AND EVERY OTHER PROCESS FUNDAMENTALIST)
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DO NOT JUST ADOPT THE PRACTICES,
TRANSFORM EVERYTHING
ONE SMALL STEP AT A TIME
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ESSENTIAL DELIVERY ENABLERS
UNCOMPROMISING QUALITY
PRODUCT MANAGEMENT ROBUST TESTING
SOFTWARE CRAFTSMANSHIP
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ESSENTIAL TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTION PEOPLE & CULTURE
COLLECTIVE JOURNEY EXPERIENCED COACHING
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radtac.co.uk & agile.bcs.org @jose_casal @radtacltd @bcs_agile
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