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Universal Agile Thinking - Supporting the Organization
 

Universal Agile Thinking - Supporting the Organization

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Presentation made to Emerging Trends in ITSM Summit - October 9, 2013

Presentation made to Emerging Trends in ITSM Summit - October 9, 2013

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    Universal Agile Thinking - Supporting the Organization Universal Agile Thinking - Supporting the Organization Presentation Transcript

    • 10/3/2013 | Universal Agile Thinking 1 Hashtag: #UnAgTh
    • Agenda Introduction New Challenges New Solutions Solutions for ITSM Conclusion 10/3/2013 | Universal Agile Thinking 2
    • Introduction 10/3/2013 | Universal Agile Thinking 3
    • NEW CHALLENGES The Digital Revolution triggers an incredible pace of unrelenting change 10/3/2013 | Universal Agile Thinking 4
    • 10/3/2013 | Universal Agile Thinking 5
    • Connectivity & Information Decentralized knowledge Online education Connectivity- based products Social media marketing 10/3/2013 | Universal Agile Thinking 6 Knowledge networks
    • Emerging Realities Issues shifting from discrete problems to holistic messes, requiring collaborative solutions •Collective intelligence over individual knowledge •Hierarchies ineffective in decision-making •New normal – there is no normal •Can’t use past to predict future 10/3/2013 | Universal Agile Thinking 7
    • New Environment Organizations have less control and more change than ever Traditional models don’t apply to new problems Customers & markets changing at increasing rate Innovation requires independent thought & action Tolerate ambiguity 10/3/2013 | Universal Agile Thinking 8
    • Creative Disruption Staying competitive requires ongoing innovation Seek creative disruptions Make own products obsolete before competition does 10/3/2013 | Universal Agile Thinking 9 For Example: 3D Printing
    • NEW SOLUTIONS Non-traditional approaches are showing up throughout our businesses, governments and educational institutions 10/3/2013 | Universal Agile Thinking 10
    • Key Practices Growth mindset Intrinsic motivators Outcomes management Embrace change Simple rules Self-directing/ organizing Adapt to context Serendipity Innovative thinking 10/3/2013 | Universal Agile Thinking 11
    • Gore & Associates “Real conversations happen in the car pools” 1959 - Bill Gore introduced flat hierarchy, “lattice management” “No bosses, job titles, or organization charts; just sponsors, team members, & leaders” CEO selected through peer-driven process 10/3/2013 | Universal Agile Thinking 12 Over the past 40+ years, Gore has grown to an organization of over 10,000 associates and has been profitable every year in its existence, including through the recessions of the past 30 years.
    • Non-Traditional Businesses Ford Motor Company Blue Cross Blue Shield FEIP SalesForce Self-Organized Learning Environments (SOLEs) 10/3/2013 | Universal Agile Thinking 13
    • What is Agile? Mindset 10/3/2013 | Universal Agile Thinking 14
    • What is Agile? Mindset 10/3/2013 | Universal Agile Thinking 15 Attitudes, culture, leadership styles, etc.
    • What is Agile? Defined by Values Mindset 10/3/2013 | Universal Agile Thinking 16 Attitudes, culture, leadership styles, etc.
    • What is Agile? Defined by Values Mindset 10/3/2013 | Universal Agile Thinking 17 Attitudes, culture, leadership styles, etc. Agile Manifesto “Individuals & interactions over processes & tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan…” http://agilemanifesto.org/
    • What is Agile? Guided by Principles Defined by Values Mindset 10/3/2013 | Universal Agile Thinking 18 Attitudes, culture, leadership styles, etc. Agile Manifesto “Individuals & interactions over processes & tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan…” http://agilemanifesto.org/
    • What is Agile? Guided by Principles Defined by Values Mindset 10/3/2013 | Universal Agile Thinking 19 Attitudes, culture, leadership styles, etc. Agile Manifesto “Individuals & interactions over processes & tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan…” http://agilemanifesto.org/ 12 Principles Satisfy the customer Welcome changing requirements Deliver frequently Sustainable pace Technical excellence Self-organizing teams Reflect & adjust, etc. http://agilemanifesto.org/principles.html
    • What is Agile? Manifested through Practices Guided by Principles Defined by Values Mindset 10/3/2013 | Universal Agile Thinking 20 Attitudes, culture, leadership styles, etc. Agile Manifesto “Individuals & interactions over processes & tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan…” http://agilemanifesto.org/ 12 Principles Satisfy the customer Welcome changing requirements Deliver frequently Sustainable pace Technical excellence Self-organizing teams Reflect & adjust, etc. http://agilemanifesto.org/principles.html
    • What is Agile? Manifested through Practices Guided by Principles Defined by Values Mindset 10/3/2013 | Universal Agile Thinking 21 Attitudes, culture, leadership styles, etc. Agile Manifesto “Individuals & interactions over processes & tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan…” http://agilemanifesto.org/ 12 Principles Satisfy the customer Welcome changing requirements Deliver frequently Sustainable pace Technical excellence Self-organizing teams Reflect & adjust, etc. http://agilemanifesto.org/principles.html Scrum, XP, Lean, DSDM, Crystal, etc.
    • History of Agile 10/3/2013 | Universal Agile Thinking 22
    • Goal of Agile Accelerate speed to Value by doing Less ~ Pat Reed This is not “doing more with less” – it means to do only those things that create value! 10/3/2013 | Universal Agile Thinking 23
    • Practice of Agile Self-organizing Highest Value first Time-boxed iterations Continuous delivery Transparency & integrity 10/3/2013 | Universal Agile Thinking 24 Customers over bosses Value Management over requirements Simplicity over complexity Leadership over control Roles over titles Characterisedby Emphasizes
    • Philosophy of Agile Adults enter into contracts, choose mates, raise children, and make all sorts of important decisions. Why do we expect that those very same adults need close supervision when they come to work? ~ Esther Derby 10/3/2013 | Universal Agile Thinking 25
    • 10/3/2013 | Universal Agile Thinking 26
    • Universal Agile Thinking Focus on outcomes – outside-in thinking Shift from decision- making to discovery Bring Lean & Agile to entire organization Understand that ideation & innovation occur at all levels Adopt new leadership models 10/3/2013 | Universal Agile Thinking 27
    • SOLUTIONS FOR ITSM ITSM leaders and professionals need to understand that IT isn’t separate from the business; it’s an integral part of the whole 10/3/2013 | Universal Agile Thinking 28
    • ITSM Changes IT services increasingly automated Ability to synthesize and apply information becoming more valued over domain knowledge Fewer traditional pure technical roles in ITSM Greater emphasis on business skills over technical skills 10/3/2013 | Universal Agile Thinking 29
    • A Shift in Thought Process To managing with an outcomes (benefits) focus Shift the focus from managing inputs (costs) 10/3/2013 | Universal Agile Thinking 30 Competition for IT and Business resources Business Cases not clearly comparable Alignment between Business and IT strategy unclear Financial worth open to interpretation Sponsored by those who ‘do the work’ Unit Mangers and Project Mangers left to “sort it out” Executive engagement ramps up when project is in trouble  Clear path to understanding the logic and likelihood of business case benefits  Objective, business Value approach to selection  Sponsored by those who ‘seek the benefits’  Executive decision making “sorts it out”  Executive engagement at beginning where it matters most From ROI To ROV (Value)
    • ITSM Business Focus 70 % of IT resources are devoted to operating IT infrastructure today - by 2020 just 35 % of resources will be used. • Know how ITSM supports the organization’s vision • Understand how IT work will be measured in the context of the desired outcomes • Recognize what needs to change to be a successful part of an organization adopting universal agile thinking • Realize that Agile is a lot more than just a set of methods and practices • Develop interpersonal and team collaboration skills 10/3/2013 | Universal Agile Thinking 31
    • IT’s Contribution to Value For strategic and innovative efforts, all parts of the business need to participate in defining and delivering the desired outcomes in the context of their contribution to the value management chain 10/3/2013 | Universal Agile Thinking 32
    • Implications of Change Systems and Tools Process/Roles Information Sources Skills and Knowledge Motivation Talent Acquisition 10/3/2013 | Universal Agile Thinking 33
    • DEVOPS DevOps is the point at which development and operations integrate 10/3/2013 | Universal Agile Thinking 34
    • DevOps Challenges Ease of access has to be balanced against security Flexibility is weighed against maintainable production environments All with high up- time requirements 10/3/2013 | Universal Agile Thinking 35 IT infrastructure inherently contains what seem to be competing goals
    • DevOps – Internal Solutions Create consistent, repeatable processes Automate wherever possible Practice intrinsic documentation 10/3/2013 | Universal Agile Thinking 36
    • Continuous Integration 10/3/2013 | Universal Agile Thinking 37 http://builtbyadam.files.wordpress.com/2010/06/ci-diagram.png
    • DevOps – Customer Solutions Know who your customers are Make it easier for your customers to do their work Engage customers in decision-making • Who will create & deprecate environments? • How will those environments be managed? • How closely will your development, testing and production environments parallel each other? • Who has access to which layer? • What is the process from moving through development & testing to production? • How are handoffs managed? • Who is responsible when deployments don’t go as planned? 10/3/2013 | Universal Agile Thinking 38
    • SUPPLIER MANAGEMENT Procurement is often the bane of projects and managers in many organizations 10/3/2013 | Universal Agile Thinking 39
    • Supplier Management 10/3/2013 | Universal Agile Thinking 40 Monitor Contract Business Outcomes/Constraints Program Development Performance Improvement Performance Management Supplier Selection Performance Monitoring Collaboration Relationship Management Business Unit, Contracting How are they doing? Business Unit, Contracting What can they do better? Business Unit, Contracting Current and potential suppliers? Business Unit, Procurement, Contracting Do they meet your business needs? Evaluation & Selection Performance Management Continuous Improvement
    • Types of ITSM Procurement Professional Services for Agile Projects Agile Software Tools Business Solutions IT Infrastructure Hardware 10/3/2013 | Universal Agile Thinking 41
    • Hardware Procurement Procuring hardware in traditional organizations can be challenging Not uncommon to face crippling lead times following byzantine processes • 6-8 months to place an order • 2-6 months to receive the equipment • Days or weeks to provision it 10/3/2013 | Universal Agile Thinking 42
    • Professional Services Procurement Whether the vendor can work in an agile project environment and, if so, how much experience the vendor has • Ensuring only vendors with prior successful experience working with clients on Agile projects are considered • Ensuring internal and vendor processes and methods are compatible Terms and conditions and performance criteria • Updated T&Cs and performance criteria from traditional contracts (need to reflect Agile metrics) • Need to accommodate iterative, adaptive, and discovery-based practices • Fixed-price, Fixed-price with specific deadline, Time-and-materials Contract close-out • Formal acknowledgement of what was delivered 10/3/2013 | Universal Agile Thinking 43
    • Business Solutions Procurement Ability/in-ability to focus on the “vital few” capabilities that matter (business value) • How to avoid procuring 60%+ of capabilities that are rarely or never used • Tools/techniques that enable collaborative and incremental definition of what is needed • Ability to balance technical, security and business considerations Ability to establish evaluation criteria that are clear, transparent and relatively easy to asses • Evaluators and vendors should have same understanding 10/3/2013 | Universal Agile Thinking 44
    • Agile Software Tools DevOps and Continuous Integration require sufficient tooling and Environments • Automated testing is required to ensure smooth and error-free migration to production • Dev, Test and Prod need sufficient resources and Test and Prod need to be closely mirrored Agile Tools need to support Agile practices • Not all things Agile need software tools – white boards and stickies are can be very effective for the team to manage its work and for communicating progress to stakeholder 10/3/2013 | Universal Agile Thinking 45
    • Procurement Implications Procurement needs to be simpler, faster & driven by value delivery goals • Collaborative approach among stakeholders to develop Agile procurement processes Agile contract provisions • Collaborative model with vendors after the contract is signed • Construct procurement processes with outcomes (the vital few) in mind 10/3/2013 | Universal Agile Thinking 46
    • RESOURCES Business solutions are detailed, contextual and require a lot more than an introductory webinar to resolve – contact us today 10/3/2013 | Universal Agile Thinking 47
    • Additional Resources • White papers – Available in 2-3 weeks • Infographics – Agile history – What is Agile? – Agile ITSM procurement – DevOps • Blog posts 10/3/2013 | Universal Agile Thinking 48
    • Contact Us Larry Cooper President, AthenaNexus larry.cooper@athenanexus.com Jen Stone CEO, AthenaNexus jen.stone@athenanexus.com 10/3/2013 | Universal Agile Thinking 49