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

1. Agile Adoptions that
Work…
…and Last
Why, How and What
1

2. WHY
DO WE
ADOPT 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 Waterfalls
ANALYSE
ANALYSTS
DESIGN ARCHITECTS
FEATURE
BUILD DEVELOPERS
COMPONENT
TEST TESTERS
DEPLOY OPERATIONS
4

5. Pass the Bucket
http://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 DOCUMENTATION
CUSTOMER COLLABORATION
OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE
OVER FOLLOWING A PLAN
7

8. DO YOU HAVE
A COMPELLING
VISION
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 WE
ADOPT AGILE?
10

11. WHAT IS THE MOST
DIFFICULT
THING TO CHANGE
IN YOUR ORGANISATION?
11

12. Change is not Easy
http://blogs.interfacett.com/wp-content/uploads/2012/06/001-PMP-J-curve-Leading-Change.png 12

13. DO YOU HAVE
AN AGILE
CHANGE
PROGRAMME?
13

14. 14

15. ESSENTIAL
TRANSFORMATION
ENABLERS
EVOLUTION, NOT REVOLUTION
PEOPLE & CULTURE
COLLECTIVE JOURNEY
EXPERIENCED COACHING
15

16. START FROM
WHERE YOU ARE
NOW
16

17. Traditional Approach Agile Approach
Quality - A
known risk to
be actively
managed
Quality of the
solution
agreed and
fixed
17

18. Concept-to-Cash Business Flow
IDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT
18

19. The Agile Anomaly
IDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT
19

20. The Agile Anomaly
IDEA ANALYSE DESIGN BUILD TEST DEPLOY SUPPORT
20

21. 21

22. Distance, Resistance & Fragility
Water-Scrum-Fall. Forrester Report 22

23. NOT AN
ADOPTION,
BUT A DEEP
TRANSFORMATION
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 CHANGE
START WITH WHAT WE DO NOW
AGREE TO PURSUE INCREMENTAL CHANGE
INITIALLY RESPECT ALL CURRENT ROLES
ENCOURAGE ACTS OF LEADERSHIP AT ALL
LEVELS
32

30. WHAT
DO WE USE TO
TRANSFORM TO
AGILE?
33

31. USE FRAMEWORKS,
TECHNIQUES &
PRACTICES THAT
SUIT YOUR
CONTEXT
34

32. BEWARE THE
SCRUMDAMENTALIST
(...AND EVERY OTHER PROCESS FUNDAMENTALIST)
35

33. DO NOT JUST
ADOPT THE PRACTICES,
TRANSFORM
EVERYTHING
ONE SMALL STEP
AT A TIME
36

34. ESSENTIAL
DELIVERY
ENABLERS
UNCOMPROMISING QUALITY
PRODUCT MANAGEMENT
ROBUST TESTING
SOFTWARE CRAFTSMANSHIP
37

35. ESSENTIAL
TRANSFORMATION
ENABLERS
EVOLUTION, 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 Training
Book 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
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