JavaCro'14 - Take Agile adoption to the next level with Integration Competence Center – Jovan Vidić

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ICC involves multiple enterprise disciplines like architecture, organizational structure, organizational processes, funding, costing etc. that need to be designed in an integrated manner to get the desired results. One of the most important shifts of the Enterprise evolution is the strategic positioning of the ICC from just being a knowledge and governance Center of Excellence (CoE) to a complete service delivery organization.

Roots of Lean – Toyota Production System
DevOps
Lean Integration
How did we started with ICC in codecentric

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JavaCro'14 - Take Agile adoption to the next level with Integration Competence Center – Jovan Vidić

  1. 1. codecentric d.o.o Jovan Vidić, IT Consultant @ codecentric TAKE AGILE ADOPTION TO THE WITH INTEGRATION COMPETENCE THE NEXT LEVEL OMPETENCE CENTER
  2. 2. Lessons Learned From Auto Industry AGENDA Lean Integration Why To Establish Integration Competence Center Competence Center Models codecentric d.o.o How To Establish Integration Competence Center codecentric Novi Sad Competence Center Why To Establish Integration Competence Center How To Establish Integration Competence Center
  3. 3. "Give yourselves the chance to be heroes" codecentric d.o.o "Give yourselves the chance to be heroes"
  4. 4. ROOTS OF LEAN Invented Jidoka and 5 WHY's father of mass production codecentric d.o.o TPS (1940 - 1950), JIT, Kanban
  5. 5. ELIMINATE WASTE “There is nothing so useless as doing efficiently that which should not be done at codecentric d.o.o efficiently that which should not be done at all” Peter Drucker
  6. 6. TOYOTA PRODUCTION SYSTEM Continuous Improvement codecentric d.o.o Long-term Philosophy Respect For People The Right Process,Process, Will Produce The Right Results
  7. 7. “It is not necessary to change Survival is not mandatorySurvival is not mandatory W E Deming W. Edwards Deming change. mandatory”mandatory” W E Deming
  8. 8. PROJECTS FAIL 15 % of projects fail (never finish) 51 % are challenged codecentric d.o.o
  9. 9. FIVE DYSFUNCTIONS OF A TEAM Avoidance of accountability Lack of commitment codecentric d.o.o Fear of conflict Absence of trust EAM Avoidance ofAvoidance of accountability Lack of commitment Fear of conflict Absence of trust
  10. 10. LEAN INTEGRATION a management system that emphasizes creating value for customers, eliminating waste as a sustainable data integration and system integration practice codecentric d.o.o management system that emphasizes , continuous improvement and a sustainable data integration and
  11. 11. WHY? • One version of• One version of • Reduce complexity • Accelerate • Boost team productivity • Eliminate surprises codecentric d.o.o • Eliminate surprises • Save money One version of truthOne version of truth Reduce complexity Accelerate change Boost team productivity Eliminate surprisesEliminate surprises Save money
  12. 12. INTEGRATION LAWS Law 1: The Whole Is Greater Than the Sum of Its Parts Law 2: There Is No End State Law 3: There Are No Universal Standard Law 4: Information Adapts to Meet Local Needs Law 5: All Details Are Relevant codecentric d.o.o The Whole Is Greater Than the Sum of Its Parts Adapts to Meet Local Needs
  13. 13. INTEGRATION COMPETENCE CENTER codecentric d.o.o ENTER
  14. 14. INTEGRATION COMPETENCE CENTER Basic Mainstream Advanced codecentric d.o.o ENTER MATURITY MODELS Advanced Leading-edge Bleeding-edge
  15. 15. LEADERSHIP • Think strategically, act tactically • Gain credibility through delivery • Grow incrementally, organically • Choose your battles codecentric d.o.o
  16. 16. HOW? Do Plan codecentric d.o.o Act Do Study Act
  17. 17. PLAN Sit together Perform self-assessment of the organization's maturity level Ask a lot of questions Define goals Commit codecentric d.o.o Commit Take the responsibility Hold each other accountable assessment of the organization's maturity level
  18. 18. DO Protect the vision (Agile is there to stay! Define organizational learning practices Enforce Agile practices on project/s Infrastructure === Code codecentric d.o.o Define and deploy tools for specific technologies Define and deploy developer/team performance testing lab Agile is there to stay!) Define organizational learning practices Enforce Agile practices on project/s Infrastructure === Code Define and deploy tools for specific technologies Define and deploy developer/team performance testing lab
  19. 19. STUDY Criticize Fail Fast Criticize ideas, people codecentric d.o.o Criticize Put solution to Criticize ideas, not people Put solution to work and retrieve feedback
  20. 20. ACT Define funding model to support CC Define funding model to support CC Continuous improvementContinuous improvement Operational efficiency *ZERO WASTE* Operational efficiency *ZERO WASTE* Evolve the modelEvolve the model codecentric d.o.o Fix what is not working Fix what is not working Define funding model to support CC Define funding model to support CC Continuous improvementContinuous improvement Operational efficiency *ZERO WASTE* Operational efficiency *ZERO WASTE* Evolve the modelEvolve the model Fix what is not working Fix what is not working
  21. 21. TIPS & TRICKS codecentric d.o.o
  22. 22. "Give yourselves the chance to be heroes" codecentric d.o.o "Give yourselves the chance to be heroes" Rafa Benitez
  23. 23. FURTHER READING − Integration Competency Center: An Implementation Methodology, John Schmidt − Software Craftsmanship: The New Imperative, Pete McBreen − Peopleware: Productive Projects and Teams, Tom DeMarco, Tim Lister − The Five Dysfunctions of a Team: A Leadership Fable, Patrick M. Lencioni − Running Lean: Iterate from Plan A to a Plan That Works, Ash Maurya codecentric d.o.o Maurya − Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results, Mike Rother − The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, Jeffrey Liker Integration Competency Center: An Implementation Methodology, New Imperative, Pete McBreen and Teams, Tom DeMarco, Tim Leadership Fable, Patrick M. That Works, Ash Toyota Kata: Managing People for Improvement, Adaptiveness and The Toyota Way: 14 Management Principles from the World's
  24. 24. QUESTIONS Jovan Vidic codecentric doocodecentric doo jovan.vidic@codecentric.de t:_yowan_ www.codecentric.de blog.codecentric.de codecentric d.o.o

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