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  • Agile  Transformation Key  Considerations  for  success Agile  Transformation Key  Considerations  for  success

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    The  field  of  IT  appears  to  be  ever-­ changing,  with  new  tools,  technologies,   paradigms,  programming  languages,  etc.   being  introduced  to  the  marketplace  each   year.  

    Yet,  while  the  field  is  evolving  practically   every  day,  the  fundamental  process  to   successfully  go  from  ideas  to   implementation  remains  the  same.  

    When  it  comes  to  an  IT  organizational   transformation,  what  are  the  most   meaningful  ways  to  implement  a  shift   across  culture,  process,  and  structure  to   facilitate  increased  and  measured  value  to   the  business?

    introduction

    Scrums  are  one  of  the   most  dangerous  phases   in  rugby,  since  a   collapse  or  improper   engage  can  lead  to  a   front  row  player   damaging  or  even   breaking  his  neck. Source:   Haylen,  Paul  (2004).  “Spinal  injuries  in  rugby  union,  1970-­ 2003:  lessons  and  responsibilities”.  The  Medical  Journal  of   Australia  181  (1):  48-­50.

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    discussion  guide

    Why  does  Agile  matter?

    What  hinders Agile  adoption?

    Agile  patterns of  failure

    Where do  we  start?

    Questions

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    application  delivery  lifecycle usual  points  of  failure

    Source:  Forrester  Research,  March  2013  Global  Application  Life-­Cycle  Management  Online  Survey

    Structured  processes  with  clear   accountabilities  fostering   collaboration  between   functions  such  as  development,   quality  assurance,  operations   and  information  security.

    Performance  and  operations   embedded  in  the  development   lifecycle.  Service  levels  based  on   metrics  and  improved  through   automation.

    Provides  ownership  and   governance  on  deploying  new   code  from  Dev,  Test  &  Production   environments.

    Standardizing  and  automating  the   delivery  lifecycle  process  will   minimize  defects,  improve   business  continuity,  and  provide   quicker  resolution  times.

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    Flexible,  iterative  delivery   processes  that  foster   collaboration  and  early   feedback.  

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    agile  transformation the  customer  premise

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    • How  can  IT  be  a  more  effective  business  partner? • How  can  our  business  see  more  value  from  IT?   • How  can  we  increase  team  morale? • Is  my  technology  organization  executing  as  efficiently  as  they   could?

    • How  can  we  mature  IT  to  be  a  business  innovator? • How  can  we  have  better  collaboration  within  IT? • How  can  we  lower  costs  and  increase  quality? • How  can  I  identify  and  mitigate  IT  risk? • How  can  I  get  my  development  resources  productive  more  quickly. • How  can  I  help  my  business  partners  accomplish  faster  time  to   market?

    • Will  our  technology  scale  to  meet  our  business  demands? • Why  isn’t  Agile  working  for  us?

    Questions  our  customers  ask  when  embarking  on  an  Agile  transformation

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    making  the  case  for  Agile annual  surveys  continue  to  maintain  the  benefits  of  Agile

    For  four  years  running,  the   top  three  benefits  of  adopting   agile  remain  the  same:   manage  changing   priorities,  team   productivity,  and  project   visibility.1

    …the  one  common  theme  across  [the   factors  that  drive  high  performance]  is   that  high  performing  teams  get  it  right   when  it  comes  to  people  and   effective  interactions.2

    1  VersionOne 9th Annual  State  of  Agile  Survey,  2014 2 Actuation  Consulting,  The  Study  of  Product  Team  Performance,  2014 3  The  Standish  Group,  The  CHAOS  Manifesto,  2013

    By  far  the  methodology   receiving  the  greatest   credit  for  increasing product  profitability is   Agile/Scrum  – a   methodology  named  by   42.64%  of  respondents.2

    It  is  critical  to  break  down  large  projects  into  a   sequence  of  smaller  ones,  prioritized  on  direct   business  value,  and  install  stable,  full-­time,  cross-­ functional  teams  that  execute  these  projects   following  a  disciplined  agile  and  optimization   approach…Many  companies  routinely  deliver   software  at  half  the  cost  and  less  than  half  the   defects with  this  strategy.3

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    what  hinders  agile  adoption?

    What  Makes   Successful  Agile   Transformations?   So  why  are  some  organizations   still  experiencing  less-­than-­ successful  agile  transformations?   Survey  data  indicates  that  when   agile  initiatives  fail,  it  is  often   because  of  issues  related  to   culture and  resistance  to   change.  Specifically  people  are   concerned  about  a  perceived   lack  of  up-­front  planning  and  a   loss  of  management  control   stigmatized  with  agile  practices.

    Source:   VersionOne 9th  Annual  State  of  Agile   Development  Survey  2014

    Leading  Causes  of  Failed  Agile  Projects

    Barriers  to  Further  Agile  Adoption

    *Respondents were able to make multiple selections.

    *Respondents were able to make multiple selections.

    STATE OF AGILE

    Agile Success and Metrics

    VERSIONONE.COM ©2015 VersionOne, Inc. All rights reserved. State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.

    10

    WHAT CAUSES AGILE PROJECTS TO FAIL? WHAT IMPEDES AGILE ADOPTION?

    9th ANNUAL

    STATE OF AGILE™

    SURVEY

    6% Not applicable/

    Don’t know 38% Lack of

    management support

    33% Unwillingness of team to follow

    agile

    30% Insufficient

    training

    33% A broader

    organizational or communications

    problem

    36% Lack of support

    for cultural transition

    37% External pressure

    to follow traditional waterfall processes

    42% Company philosophy or culture at odds

    with core agile values

    44% Lack of

    experience with agile methods

    LEADING CAUSES OF FAILED AGILE PROJECTS In cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.

    BARRIERS TO FURTHER AGILE ADOPTION At the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.

    44% Ability to change

    organizational culture

    35% Not enough

    personnel with the necessary

    agile experience

    34% General

    organizational resistance to

    change

    32% Pre-existing

    rigid/waterfall framework

    29% Management

    support

    24% Management

    concerns about lack of upfront

    planning

    23% Business/user/

    customer availability

    22% Concerns

    about a loss of management

    control

    16% No barriers

    15% Confidence in methods for scaling agile

    14% Concerns about the

    ability to scale agile

    13% Development team support

    12% Perceived time

    and cost to make the transition

    1 1% Regulatory compliance

    *Respondents were able to make multiple selections.

    *Respondents were able to make multiple selections.

    STATE OF AGILE

    Agile Success and Metrics

    VERSIONONE.COM ©2015 VersionOne, Inc. All rights reserved. State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.

    10

    WHAT CAUSES AGILE PROJECTS TO FAIL? WHAT IMPEDES AGILE ADOPTION?

    9th ANNUAL

    STATE OF AGILE™

    SURVEY

    6% Not applicable/

    Don’t know 38% Lack of

    management support

    33% Unwillingness of team to follow

    agile

    30% Insufficient

    training

    33% A broader

    organizational or communications

    problem

    36% Lack of support

    for cultural transition

    37% External pressure

    to follow traditional waterfall processes

    42% Company philosophy or culture at odds

    with core agile values

    44% Lack of

    e