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AgileCamp 2014 Track 2: Agile is Hard

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AgileCamp 2014 Track 2: Agile is Hard , Ron Lichty, CEO of Ron Lichty Consulting, Ron Lichty Consulting, Pollyana Pixton, (Accelnova), Brian Drummond, Agile Coach (LinkedIn), Jason Kline, Agile Coach …

AgileCamp 2014 Track 2: Agile is Hard , Ron Lichty, CEO of Ron Lichty Consulting, Ron Lichty Consulting, Pollyana Pixton, (Accelnova), Brian Drummond, Agile Coach (LinkedIn), Jason Kline, Agile Coach (Salesforce)

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  • 1. Agile Is Hard!! ! !Ron Lichty, principal, Ron Lichty Consulting
 author, Managing the Unmanageable! www.RonLichty.com, www.ManagingTheUnmanageable.net !
  • 2. Our Distinguished Panel •  Pollyanna Pixton –  Principal, Accelinnova –  Author • Stand Back & Deliver: Accelerating Business Agility •  The Agile Culture: Leading through Trust & Ownership •  Brian Drummond –  Senior Agile Coach, LinkedIn –  Formerly: Yahoo!, Apple, Adobe, IBM, U.S. Government •  Jason Kline –  Agile Coach, Salesforce –  Formerly held Engineering and Agile Leadership roles at NAVTEQ, Nokia, and Good Technology
  • 3. Ron Lichty, Managing Software People & Teams SOFTWEST
  • 4. * Addison Wesley published October 2012 *
  • 5. Rules of Thumb / Nuggets of Wisdom* * 300 in the book
  • 6. Waterfall and Agile
  • 7. Waterfall and Agile Methodology  You  Use   Methodology  You  Associate  with  Increase  Profits   Agile   Blended  (Some  Waterfall   and  Some  Agile)   Lean   Waterfall   Agile   73.9%   13.0%   9.8%   0.0%   Blended  (Some  Waterfall   and  Some  Agile)   31.8%   46.2%   10.6%   6.1%   Lean   14.3%   0.0%   42.9%   14.3%   Waterfall   15.8%   50.0%   18.4%   13.2%   Don't  Know   5.3%   42.1%   26.3%   5.3%  
  • 8. Waterfall and Agile •  So if Waterfall is so unprofitable, … –  …if waterfall has all these wasteful practices •  Then Agile must be easy?
  • 9. Agile Seems Simple •  It’s just that thing developers do
  • 10. Agile Seems Simple •  If we just follow a few practices… –  planning, standups, demos, maybe retrospect
  • 11. Agile Seems Simple •  It’s all about delivering iteratively… –  we’ve been doing that for years
  • 12. Agile Seems Simple •  And then we wonder… •  Why aren’t we getting the results we expected?
  • 13. Agile Is Hard •  It’s not about the practices •  It’s about the values •  It’s about the principles
  • 14. Agile Is Hard •  “Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including … the need to avoid turning Scrum into a list of best practices.” --Mike Cohn, xxx
  • 15. Managers and Agile •  Supporting Agile Values The Agile Manifesto –  We value: •  Individuals and interactions over processes and tools •  Working software over comprehensive documentation •  Customer collaboration over contract negotiation •  Responding to change over following a plan -- http://agilemanifesto.org/
  • 16. Agile Is Hard •  Doing large-scale projects is no easier in agile than in anything else –  SAFe is as complex as Kniberg’s model at Spotify!
  • 17. Agile Is Hard •  We don’t leverage development managers to help –  We include them in training, sometimes –  But we don’t train them for their roles
  • 18. Agile Is Hard •  We all need to change! –  Scrum masters can't act like project managers –  POs have to be available, have to order backlogs –  developers can’t just take direction –  managers/directors/VPs can't change targets mid-sprint •  Everyone needs to understand WIIFM –  what do I get out of making this change?
  • 19. Agile Is Hard •  We have to become learning organizations
  • 20. Moving Beyond •  Revisit the values and the principles regularly –  Use them to guide how we each must change –  Use them to guide whether our practices are true •  Become a learning organization –  Train your managers –  Value learning for everyone •  Evangelize your larger organization to embrace agile •  Celebrate agile wins – if only less waste
  • 21. Our Distinguished Panel •  Pollyanna Pixton –  Principal, Accelinnova –  Author • Stand Back & Deliver: Accelerating Business Agility •  The Agile Culture: Leading through Trust & Ownership •  Brian Drummond –  Senior Agile Coach, LinkedIn –  Formerly: Yahoo!, Apple, Adobe, IBM, U.S. Government •  Jason Kline –  Agile Coach, Salesforce –  Formerly held Engineering and Agile Leadership roles at NAVTEQ, Nokia, and Good Technology
  • 22. Ron Lichty Consulting •  Mentoring, coaching, interim and acting CTO / VP Eng roles: –  http://ronlichty.com, Ron@RonLichty.com •  The book:  Managing the Unmanageable:  Rules, Tools & Insights for Managing Software People & Teams –  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb –  http:www.informit.com/agile <-----special prices: agile titles •  The study:  The Study of Product Team Performance –  http://ronlichty.blogspot.com •  Training: The Agile Manager Managing Software People and Teams