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[AUDIO] Agile Adoptions that Work...and Last - Jose Casal - BCS Agile Methods SG
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[AUDIO] Agile Adoptions that Work...and Last - Jose Casal - BCS Agile Methods SG

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What helps organisations complete a successful Agile transformation that last the passage of time?

What helps organisations complete a successful Agile transformation that last the passage of time?

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  • ANY AGILE…TRAINERS?COACHES?PRACTITIONERS?DOUBTERS?HATERS?USING AGILE OUTSIDE IT?USING AGILE IN A TEAM AND LOVING IT?USING AGILE AND STRUGGLING TO SEE THE POINT OR MAKING IT WORK?TRIED IT AND IT DID NOT WORK?
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    • 1. Agile Adoptions thatWork……and Last Why, How and What 1
    • 2. WHY DO WEADOPT AGILE? 2
    • 3. Process Complexity Diagram Far from Agreement Chaos Requirements Complex Close to Agreement Simple Close to Technology Far from Certainty Certainty“The Stacey Matrix”. Prof Ralph Stacey. 3
    • 4. Organisational WaterfallsANALYSE ANALYSTS DESIGN ARCHITECTS FEATURE BUILD DEVELOPERS COMPONENT TEST TESTERS DEPLOY OPERATIONS 4
    • 5. Pass the Buckethttp://catholicstudentleadership.com/2013/01/04/day-7-the-build-day-2/dsc02432/ 5
    • 6. 6
    • 7. INDIVIDUALS & INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATIONCUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN 7
    • 8. DO YOU HAVEA COMPELLINGVISION FOR AGILE? 8
    • 9. POSSIBLE BENEFITS OF AGILE 1. REDUCED TIME-TO-MARKET 2. INCREASED QUALITY 3. REDUCED WASTE 4. BETTER PREDICTABILITY 5. BETTER MORALE 9“The Truth About Agile Processes” Carey Schwaber. Forrester Research Analyst. 2007
    • 10. HOW DO WEADOPT AGILE? 10
    • 11. WHAT IS THE MOST DIFFICULT THING TO CHANGEIN YOUR ORGANISATION? 11
    • 12. Change is not Easyhttp://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png 12
    • 13. DO YOU HAVE AN AGILECHANGEPROGRAMME? 13
    • 14. 14
    • 15. ESSENTIALTRANSFORMATION ENABLERSEVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 15
    • 16. START FROMWHERE YOU ARE NOW 16
    • 17. Traditional Approach Agile Approach Quality - Aknown risk to be actively managed Quality of the solution agreed and fixed 17
    • 18. Concept-to-Cash Business FlowIDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 18
    • 19. The Agile AnomalyIDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 19
    • 20. The Agile AnomalyIDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT 20
    • 21. 21
    • 22. Distance, Resistance & FragilityWater-Scrum-Fall. Forrester Report 22
    • 23. NOT AN ADOPTION, BUT A DEEPTRANSFORMATION 24
    • 24. PEOPLE &CULTURE 25
    • 25. Business Culture“The Reengineering Alternative”. William Schneider 26
    • 26. Agile-Friendly Cultures“The Reengineering Alternative”. William Schneider 27
    • 27. The Journey Towards Agility“The Reengineering Alternative”. William Schneider 28
    • 28. The Vehicle for Cultural Change KANBAN KANBAN“The Reengineering Alternative”. William Schneider 29
    • 29. LEAN KANBAN APPROACH TO CHANGESTART WITH WHAT WE DO NOWAGREE TO PURSUE INCREMENTAL CHANGEINITIALLY RESPECT ALL CURRENT ROLESENCOURAGE ACTS OF LEADERSHIP AT ALLLEVELS 32
    • 30. WHATDO WE USE TOTRANSFORM TO AGILE? 33
    • 31. USE FRAMEWORKS, TECHNIQUES & PRACTICES THAT SUIT YOURCONTEXT 34
    • 32. BEWARE THE SCRUMDAMENTALIST(...AND EVERY OTHER PROCESS FUNDAMENTALIST) 35
    • 33. DO NOT JUSTADOPT THE PRACTICES, TRANSFORM EVERYTHING ONE SMALL STEP AT A TIME 36
    • 34. ESSENTIAL DELIVERY ENABLERSUNCOMPROMISING QUALITY PRODUCT MANAGEMENT ROBUST TESTINGSOFTWARE CRAFTSMANSHIP 37
    • 35. ESSENTIALTRANSFORMATION ENABLERSEVOLUTION, NOT REVOLUTION PEOPLE & CULTURE COLLECTIVE JOURNEY EXPERIENCED COACHING 38
    • 36. radtac.co.uk & agile.bcs.org@jose_casal@radtacltd@bcs_agile 39
    • 37. Lean & Agile TrainingBook via radtac.co.uk/courses Promo code „BCS15‟ Certified Scrum Master (CSM) •11 – 12 Mar. Edinburgh •13 – 14 May. Manchester •TBC. Newcastle APMG Agile Project Management •TBC. Newcastle LKU-Accredited Kanban Practitioner •13 – 14 May. Manchester •TBC. Newcastle 40