Value, Innovate, Measure 1
The Agile Enterprise
Ray Edgar
LEAN / AGILE
Evangelist
www.ware2.co.uk
AGILE PRACTIONER
CERTIFI...
2
BCS 10 Year Retrospective 2012
Agile Implementations & Project
Have the implementations within organisations been agile ...
Scrum, XP, KANBAN
Cont Integration/Delivery
DevOps Initiatives
DSDM, SAFe, DaD, SoS
Learning Enterprise
Customer Focussed
...
4
BCS AGILE PRACTIONER CERTIFICATION
Making agile work
Aligned with outcomes that matter to business
bcs.org/agilecertifie...
5
WHAT IS
GOING WRONG
HOW CAN WE
BE/STAY AGILE?
The Agile Enterprise
6
“The next society will be a knowledge society. Knowledge will be its key
resource, and knowledge workers will be the dom...
7
Enterprise Initiatives
Programmes/Projects incur Risk?
Risk Means Uncertainty
Resistance to Uncertainty/Fear
(Fixed Scop...
8
The Agile Enterprise
The Cynefin framework
AGILE NOT AGILE
9
The Agile Enterprise
“The dominant paradigm for managing product development is wrong. Not just
a little wrong, but wron...
10
Quality - A
known risk to
be actively
managed
Quality of the
solution
agreed and
fixed
Agile ApproachTraditional Approa...
11
WHERE TO GO
Agile/Lean Delivery
The Agile Enterprise
12
Value Based Innovation
Focus on Value not Cost
Optimize Development
Innovate based on Feedback
Stop at optimum point
Th...
13
FOCUS ON VALUE
Establish Business Value
Deliver Value Earlier
Understand Cost of Delay
Derive Further Value or Not
Pivo...
14
OPTIMIZE DELIVERY
Deliver Earlier and Often
Introduce Slack
Reduce WIP
Optimize Queue Length
Look at Lean Production
ht...
15
FEEDBACK LED DELIVERY
Ideation/UX
Lean Startup Ideas
CI & CD
Customer Value Measured
Feedback Value Delivered
The Agile...
16
COLLABORATE AND ATTACK
Complex Teams
Focus on Learning/Innovation
Effective Training
Consequential Outcomes
Autonomy
ht...
17
DO NOT JUST
ADOPT SOME AGILE PRACTICES
MOVE TO
ENTERPRISE
AGILE
18
www.ware2.co.uk
@rayware2now
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Ware2 - The Agile Enteprise

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A look at the Enterprise and why/how it should and could become agile. Considerations in light of the recently introduced BCS Agile Practitioner Certification.

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Ware2 - The Agile Enteprise

  1. 1. Value, Innovate, Measure 1 The Agile Enterprise Ray Edgar LEAN / AGILE Evangelist www.ware2.co.uk AGILE PRACTIONER CERTIFICATION
  2. 2. 2 BCS 10 Year Retrospective 2012 Agile Implementations & Project Have the implementations within organisations been agile or ‘fragile’?  Problems with values and principles  Resistance to change by management  Wide adoption "Fragile". Large projects failing  Agile ia threat to existing processes, roles  Rigid implementations of Agile http://stateofagile.versionone.com/
  3. 3. Scrum, XP, KANBAN Cont Integration/Delivery DevOps Initiatives DSDM, SAFe, DaD, SoS Learning Enterprise Customer Focussed Outcomes Driven Delivery Collaborative Enterprise 3 What is an Agile Enterprise? The Agile Enterprise
  4. 4. 4 BCS AGILE PRACTIONER CERTIFICATION Making agile work Aligned with outcomes that matter to business bcs.org/agilecertified The Agile Enterprise
  5. 5. 5 WHAT IS GOING WRONG HOW CAN WE BE/STAY AGILE? The Agile Enterprise
  6. 6. 6 “The next society will be a knowledge society. Knowledge will be its key resource, and knowledge workers will be the dominant group in its workforce” P. Drucker 2001 Why Agile? The Knowledge Economy RAPID CHANGE BIG DATA SOCIAL WEB INTERNET OF THINGS BIG OPPORTUNITY! AND SURVIVAL!
  7. 7. 7 Enterprise Initiatives Programmes/Projects incur Risk? Risk Means Uncertainty Resistance to Uncertainty/Fear (Fixed Scope/Manage Costs) The Uncertain Enterprise http://dannorth.net
  8. 8. 8 The Agile Enterprise The Cynefin framework AGILE NOT AGILE
  9. 9. 9 The Agile Enterprise “The dominant paradigm for managing product development is wrong. Not just a little wrong, but wrong to it’s core” Don Reinertsen Software Development Today LONG CYCLE TIME LARGE BATCH SIZES HIGH RESOURCE UTILISATION PROXY VARIABLES COST EFFICIENCIES “Risk Aversion will drive innovation out of product development” Don Reinertsen http://reinertsenassociates.com/
  10. 10. 10 Quality - A known risk to be actively managed Quality of the solution agreed and fixed Agile ApproachTraditional Approach The Cost Based Enterprise
  11. 11. 11 WHERE TO GO Agile/Lean Delivery The Agile Enterprise
  12. 12. 12 Value Based Innovation Focus on Value not Cost Optimize Development Innovate based on Feedback Stop at optimum point The Agile Enterprise
  13. 13. 13 FOCUS ON VALUE Establish Business Value Deliver Value Earlier Understand Cost of Delay Derive Further Value or Not Pivot Direction http://www.clarkeching.com/ The Agile Enterprise
  14. 14. 14 OPTIMIZE DELIVERY Deliver Earlier and Often Introduce Slack Reduce WIP Optimize Queue Length Look at Lean Production http://www.systemsguild.com/Slackpage.html The Agile Enterprise
  15. 15. 15 FEEDBACK LED DELIVERY Ideation/UX Lean Startup Ideas CI & CD Customer Value Measured Feedback Value Delivered The Agile Enterprise http://theleanstartup.com/
  16. 16. 16 COLLABORATE AND ATTACK Complex Teams Focus on Learning/Innovation Effective Training Consequential Outcomes Autonomy http://www.management30.com/ The Agile Enterprise
  17. 17. 17 DO NOT JUST ADOPT SOME AGILE PRACTICES MOVE TO ENTERPRISE AGILE
  18. 18. 18 www.ware2.co.uk @rayware2now

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