Agile transitionsmidig2012
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Agile transitionsmidig2012

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Agile is a mindset, not a set of practices. It is extremely challenging to transition an organisation to this mindset. But not impossible!

Agile is a mindset, not a set of practices. It is extremely challenging to transition an organisation to this mindset. But not impossible!

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  • \n
  • I have followed many of the authors of the Agile Manifesto closely for many years. This statement - in several different forms - has been repeated by many of these and other Agile thought leaders as well. What is the implications of this?\n
  • I have followed many of the authors of the Agile Manifesto closely for many years. This statement - in several different forms - has been repeated by many of these and other Agile thought leaders as well. What is the implications of this?\n
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  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
  • This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
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  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
  • These are all great Agile principles - but surely not the only ones! \n
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  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • The full list of possible good practices are obviously longer..\n
  • Most organizations start with the practices, then adopt some principles. How many dare to challenge the established truths enough to wholeheartedly work on the values?\nHow good can Doing Agile get, if the values are absent?\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
  • 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
  • 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
  • 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
  • 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
  • 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
  • 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
  • \n
  • Ericsson Core Mobile - almost 2000 people, 7 countries, 45 MLOC\nMassively process oriented org\nGeographically spread silos \nTransition teams;\nTrain the trainer, coach the coaches\nMassive training in Agile Mindset, NOT Scrum or Kanban(!)\nManagement group dissolved themselves\nProject Managers became facilitators “you need to talk with those guys”\n200-250 teams \n
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  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
  • Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy ,\nWe expect \n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
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Agile transitionsmidig2012 Agile transitionsmidig2012 Presentation Transcript

  • Agile Transitions “Top-down” meets “bottom-up” By Geir Amsjøagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 20102
  • agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Do not Do Agile.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Do not Do Agile. Be Agile!agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practicesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Ahmed Sidky, Executive Vice President, Santeonagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUESagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaborationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Opennessagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Openness Transparencyagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Openness Transparency Courageagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Openness Transparency Courage Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Openness Transparency Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Openness Transparency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Openness Discipline Transparency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • VALUES Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional teams Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- Trans- pline parency Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Focus Courage Trust Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment Empirical process controlagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment Empirical process control Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment Empirical Pull process control Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Customer Commitment Value Empirical Pull process control Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Frequent Continuous deliveries Focus Courage Process Trust Improvement Customer Commitment Value Empirical Pull process control Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Sustainable pace Disci- pline Trans- parency Craftsmanship Frequent Continuous deliveries Focus Courage Process Trust Improvement Customer Commitment Value Empirical Pull process control Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRINCIPLES Cross- functional Self- teams organization Limit Work in Progress Collaboration Collective Simplicity Openness ownership Sustainable pace Disci- pline Trans- parency Craftsmanship Frequent Focus Continuous deliveries Courage Process Trust Improvement Customer Commitment Value Empirical Pull process control Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES AND PRINCIPLES Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Integration Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Cross- functional Self- Stories teams organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable pace Disci- Trans- Craftsman- TDD ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency BDD Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical process control Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focusagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chartagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-upagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up MVPagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up MVP Innovation Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up MVP Innovation MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up Product MVP Canvas Innovation MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Product Daily stand-up Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD Task pace Craftsman- TDD Disci- Board Trans- ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration PlanningInformation ownership Limited Work in Progress PokerRadiators Simplicity Openness Sustainable DDD Task pace Craftsman- TDD Disci- Board Trans- ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming User Story Cross- functional Stories Mapping Kano teams Self- organization Analysis Collective Collaboration PlanningInformation ownership Limited Work in Progress PokerRadiators Simplicity Openness Sustainable DDD Task pace Craftsman- TDD Disci- Board Trans- ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Integration Programming Value Stream User Mapping Cross- Story functional Stories Mapping Kano teams Self- organization Analysis Collective Collaboration PlanningInformation ownership Limited Work in Progress PokerRadiators Simplicity Openness Sustainable DDD Task pace Craftsman- TDD Disci- Board Trans- ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES Continuous Pair Kanban Integration Programming Value Stream User Mapping Cross- Story functional Stories Mapping Kano teams Self- organization Analysis Collective Collaboration PlanningInformation ownership Limited Work in Progress PokerRadiators Simplicity Openness Sustainable DDD Task pace Craftsman- TDD Disci- Board Trans- ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • PRACTICES “5 Whys” Continuous Pair Kanban Integration Programming Value Stream User Mapping Cross- Story functional Stories Mapping Kano teams Self- organization Analysis Collective Collaboration PlanningInformation ownership Limited Work in Progress PokerRadiators Simplicity Openness Sustainable DDD Task pace Craftsman- TDD Disci- Board Trans- ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by Retro- deliveries Improvement Example spectives Trust Commitment Sprint Customer Value Empirical Usability review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES, PRINCIPLES AND PRACTICES “5 Whys” Continuous Integration Pair Kanban Programming Value Stream User Mapping Cross- Story functional teams Self- Stories Mapping Kano organization Analysis Collective Collaboration Planning ownership Limited WorkInformation in Progress PokerRadiators Simplicity Openness Sustainable DDD Task pace TDD Disci- Trans- Craftsman- Board pline ship parency ATDD Sprint BDD Focus Continuous Frequent deliveries Courage Process Improvement Spec. byRetro- Examplespectives Trust Customer Commitment Value Empirical Usability Sprint review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Canvas MMF Innovation Accountingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • AGILE VALUES, PRINCIPLES AND PRACTICES “5 Whys” Continuous Integration Pair Kanban Programming Value Stream User Mapping Cross- Story functional teams Self- Stories Mapping Kano organization Analysis Collective Collaboration Planning ownership Limited WorkInformation in Progress PokerRadiators Simplicity Openness DDD “Be Sustainable Task pace TDD Disci- Trans- Craftsman- Board pline ship parency ATDD Sprint Frequent deliveries Focus Agile” Courage Continuous Process Improvement BDD Spec. byRetro- Examplespectives Trust Customer Commitment Value Empirical Usability Sprint review process control TestingSprint Pull Quality focusplanning Burndown Chart Effect Mapping Product Backlog Daily stand-up “Do Grooming Product Canvas MVP MMF Innovation Accounting Agile”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Managementagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impediments Tea Tea m Tea m 1 m 3 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Debugging the organization by Scrum Management Detecting and removing impedimentsThat is fine,but a bit likecreating asystem by Tea Tea m Tea m 1 m 3fixing bugs... 2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation  agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation 1. AgileAssessment  agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation 2. Strategic Alignment 1. AgileAssessment Structure Strategy Management Technology Process   Individualsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation 3. Awareness 2. Strategic Alignment and Training 1. AgileAssessment Structure Strategy Management Technology Process   Individualsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation 3. Awareness 2. Strategic Alignment and Training 1. AgileAssessment Structure Strategy Management Technology Process   Individuals 4. Run Pilot(s)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation 3. Awareness 2. Strategic Alignment and Training 1. AgileAssessment Structure Strategy Management Technology Process   Individuals 5. Strategy Mapping 4. Run Pilot(s)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Approach to Agile Transformation 3. Awareness 2. Strategic Alignment and Training 1. AgileAssessment Structure Strategy Management Technology Process   Individuals 5. Strategy Mapping 6. Agile Transition 4. Run Pilot(s)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile transition in Ericsson Andrea Tomasini Andrea trained and coached a diverse range of teams and helped many companies in various industries: finance, telecommunication and automotive in implementing agile methods like Scrum. His background includes experience in software and product development, business and functional analysis, lean coaching, organizational change, system architecture and project management. Since 2007 co-founder of agile42 “The Agile Coaching Company”. Hendrik Esser I started at Ericsson Germany in 1994 as a SW developer. From 1996 I worked first as technical coordinator and then as project manager. Since 2000 I am working as a manager at Ericsson, first being Project Office manager and later head of Systems- and Technology Management. In 2008 I was a key contributor to the agile transition of our organization. Since 2009 I am head of Portfolio- and Technology Management for Mobile Core products at the head office in Stockholm, Sweden. I am supporting the enterprise transition to lean and agile by consulting other parts of Ericsson. brusselspictures.comagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile transition in Ericsson Andrea Tomasini Andrea trained and coached a diverse range of teams and helped many companies in various industries: finance, telecommunication and automotive in implementing agile methods like Scrum. His background includes experience in software and product development, business and functional analysis, lean coaching, organizational change, system architecture and project management. Since 2007 co-founder of agile42 “The Agile Coaching Company”. Agile 2012 Down the Pub: How did that transition you were working on go? Hendrik Esser I started at Ericsson Germany in 1994 as a SW developer. From 1996 I worked first as technical coordinator and then as project manager. Since 2000 I am working as a manager at Ericsson, first being Project Office manager and later head of Systems- and Technology Management. In 2008 I was a key contributor to the agile transition of our organization. Since 2009 I am head of Portfolio- and Technology Management for Mobile Core products at the head office in Stockholm, Sweden. I am supporting the enterprise transition to lean and agile by consulting other parts of Ericsson. brusselspictures.comagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile transition in Ericsson The whole journey... from 2008 to today Start Transition First ideas Dissatisf First ideas action ’08/Q4 ’09/Q1 ’09/Q2 ’09/Q3 Daw n of Ag ile ’09/Q4 Internal Training Leadership Team Teams transfor Coach the Coac med h ’10/Q3 ’10/Q2 ’10/Q1 ’10/Q3 ble Release trou Impro vement Sorting Issues ’11/Q1 ’12/Q1 ’11/Q3 Firs t Agile Release Second Ag ile Relea se ’11/Q2 ’11/Q4 ’12/Q2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • Agile transition in Ericsson The whole journey... from 2008 to today Start Transition First ideas Dissatisf First ideas action ’08/Q4 ’09/Q1 ’09/Q2 ’09/Q3 Daw n of Ag ile Ericsson has made monumental changes, including: ’09/Q4 • Significantly improved predictability, in particular in relation to customers and the business department. ternal Training In The product pipeline is solidadership Team Le and reliable, and managed through business value, not release content. • Significantly improved quality, allowing Ericsson to exceed expectations even Teams transfor med Coach the Coac h ’10/Q3 ’10/Q2 ’10/Q1 of the most demanding ’10/Q3 customers, releasing newly developed functionality ahead of schedule and skipping previously critical integration and verification oubl Release tr gates in the process. e Impro vement Sorting Issues ’11/Q1 ’12/Q1 ’11/Q3 Firs t Agile Release Second Ag ile Relea se ’11/Q2 ’11/Q4 ’12/Q2agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  • The Agile Assessmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understandingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindsetagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Groupagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Group • Between Managers and Workersagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Group • Between Managers and Workers• How ready is this organization for change?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Group • Between Managers and Workers• How ready is this organization for change? • The willingness to challenge Status Quoagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Group • Between Managers and Workers• How ready is this organization for change? • The willingness to challenge Status Quo • The Sense of urgency according to Kotteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Group • Between Managers and Workers• How ready is this organization for change? • The willingness to challenge Status Quo • The Sense of urgency according to Kotter• What kind of culture are we looking at?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • The Agile Assessment• What is the “current Agile status” • Awareness and understanding • The Practices, Principles, Values and Mindset• Strategic Alignment • Within the Management Group • Between Managers and Workers• How ready is this organization for change? • The willingness to challenge Status Quo • The Sense of urgency according to Kotter• What kind of culture are we looking at? • Control, Competence, Cultivation or Collaboration according to William Schneideragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Mapping guides effective action • Broadens scope for multiple strategic relationships • Generates teamwork and shared outcome ownership • Allows for outcome-driven control of effort (just enough effort) • Holistic perspective allows for responsive action vs. • Shape defines strategic relationships • Leads to independent actions • Weak control mechanisms • Lacks holistic perspectiveagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Main Objective Strategic Objective(s) Description of a desired outcome Goal or Objective with key differentiatorsagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Main Objective Strategic Objective(s) Gjennomføre Description of a desired outcome Birkebeinertrippelen Goal or Objective with key differentiators 2013agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Main Objective Strategic Objective(s) Gjennomføre Description of a desired outcome Birkebeinertrippelen with key differentiators 2013agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities - Relationships or Interactions - Constraints or Targets Gjennomføre Birkebeinertrippelen 2013agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities At jeg er skadefri - Relationships or Interactions - Constraints or Targets Gjennomføre Birkebeinertrippelen 2013agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities Jevnlig, variert trening At jeg er skadefri - Relationships or Interactions - Constraints or Targets Gjennomføre Birkebeinertrippelen 2013agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities Jevnlig, variert trening At jeg er skadefri - Relationships or Interactions - Constraints or Targets Gjennomføre Forbedre klassisk- teknikken på ski Birkebeinertrippelen 2013agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities Jevnlig, variert trening At jeg er skadefri - Relationships or Interactions - Constraints or Targets Gjennomføre Forbedre klassisk- teknikken på ski Birkebeinertrippelen 2013 Nok spesifikk treningagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Possible Success Factors - Skills or Capabilities Jevnlig, variert trening At jeg er skadefri - Relationships or Interactions - Constraints or Targets Gjennomføre Forbedre klassisk- teknikken på ski Birkebeinertrippelen 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Necessary Conditions Minimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Necessary Conditions Jevnlig Minimum actions or deliverables Styrketrening needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Necessary Conditions Ikke trene for Jevnlig Minimum actions or deliverables hardt Styrketrening needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Pulsklokke Necessary Conditions Ikke trene for Jevnlig Minimum actions or deliverables hardt Styrketrening needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions tøying Ikke trene for Jevnlig Minimum actions or deliverables hardt Styrketrening needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions tøying Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary ConditionsAvklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a PSF. May contain nested NCs until At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyr agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary ConditionsAvklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of aMedlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013 Nok spesifikk trening Godt nok utstyr agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr Spinning på vinteren agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr Spinning på vinteren Tilgang på snø agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr Spinning på vinteren Tilgang på snø Sette av helger på fjellet agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr Spinning på vinteren Tilgang på snø Sette av helger Rulleski på fjellet agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr Spinning på vinteren Tilgang på snø Preppeutstyr for ski Sette av helger Rulleski på fjellet agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Agile Strategy Map - Possible Success Factors Kunnskap om Pulsklokke Necessary Conditions Avklare med tøying familien Ikke trene for Jevnlig Minimum actions or deliverables Sette av nok tid hardt Styrketrening needed to deliver just enough of a Medlemsskap PSF. May contain nested NCs until på SATS At jeg er skadefri actionable backlog items are Jevnlig, variert identified. trening Gjennomføre Forbedre klassisk- Birkebeinertrippelen teknikken på ski 2013Kurs klassisk i januar Nok spesifikk trening Godt nok utstyr Spinning på vinteren Ny sykkel Tilgang på snø Preppeutstyr for ski Sette av helger Rulleski på fjellet agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Transition by Strategy Mapping Necessary Condition Necessary Condition Necessary Condition Necessary Condition Necessary Condition Necessary Condition Top Management Necessary Condition Sponsorship Sustainability Remove Impediments Necessary Condition Necessary Condition Enterprise successfully Awareness delivering with Scrum Cultural ChangeNecessary Condition Marketing & Necessary Communication Condition Necessary Condition Effective Scrum Teams Necessary Condition Necessary Condition Necessary Condition Necessary Condition Necessary Condition At Risk Need Action Achieved agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  • Contact and information• geir.amsjo@agile42.com• www.agile42.no• www.agile42.com• Blog: scrummaster.no• Twitter: @gamsjoagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2012.