Agile Transformations,the Good, the Bad and the Ugly             Wanda Marginean     Agile Cambridge, 27-28 September 2012
Wanda	  Marginean	  wmarginean@rallydev.com	  	  	  
WHY	  :	  The	  Vision.	  Has	  goal,	  aspira<on,	  emo<on,	  cause	  and	  belief	  	  HOW	  :	  The	  guiding	  princip...
WHY	  do	  we	  want	  to	  become	  an	  Agile	  organisa7on?	  	  	  HOW	  do	  we	  want	  to	  do	  it?	  	  	  	  WHA...
When does WHY   go Bad and Ugly?
Woolly WHY or no WHYCorporate levelDepartmental levelTeam levelPersonal level
Five Key Benefits of Agile,    which all executives have heard about:   1. Reduced time-to-market   2. Increased quality  ...
checkbook  commitments
Not making the           vision clearJUST	  DO	  IT!	  
immediate RESULTS
"Apple	  is	  commi;ed	  to	  bringing	  the	  best	  personal	  compu7ng	  experience	  to	  students,	  educators,	  cre...
WHY do YOU want to  become an Agile   organisation?
When does HOW go       Bad and Ugly?
  Think about:	  Principles to followSlowing down in order to speed upInvesting time and effort
FOLLOWINGthe PLAN
Maintaining culture that doesn’tsupport CHANGE
100	              80	  Percent             60	               40	                20	                   0	                  ...
Not slowing down  to speed up
the samemetrics
traditional performance   appraisals
rewarding  individual    heroics
ignoring the needfor infrastructure
not pullingtestingFORWARD
pushing      to  deliver
2	  weeks	                      4	  weeks	                      6	  weeks	            8	  weeks	      Build               ...
2	  weeks	                   4	  weeks	                    6	  weeks	                  8	  weeks	  Build	      T	         ...
Start testing here…	                          … instead of here	Why not this?
Define your HOW
Agile	  manifesto	  
Principles	  of	  Lean	  
Principles	  of	  Product	  Development	  
Principles	  of	  Lean	  Startup	                                Learn	                  Measure	                 Build	  
V0.81
Or mix of all…•    take	  a	  phased	  approach,	  inspect	  and	  adapt	  •    transparency	  and	  collabora<ve	  decisi...
When does WHAT   go Bad and Ugly?
We “can’t”create teams
IGNORING THAT TEAMS PERFORM   BETTER THAN INDIVIDUALS•    Persistent•    Cross-functional•    Multi-disciplinary•    WIP l...
Ineffective use ofRetrospectives
what we mean byRetrospectives            What are we doing            well?!            !              What’s not serving!...
Noretrospectives
Ignored          There is          absolutely          nothing !          wrong! !
NOAction
lack of full  planning participation
what is the cost ofnot having theinformation?
insights throughdialogue
Acceptanceandcommitment
unavailable   product owner
or, too busy for all the  communicating
bad scrum master
andCOMMANDCONTROL
serve andfacilitate
remove  impediments
not having a  onsite coach
who cares?who listens?
advise, motivate  protect and serve
team lacking	  authority
red tapedecisions
Bureaucracy assumes mediocrityAgile assumes competence
Everyone PullingTogether!
CHANGEis HARD
Rever7ng	  to	  form	  
Nothing would be done at all 	If we waited until we could do it so well	That no one could find fault with it	              ...
WHY	  :	  The	  Vision.	  Has	  goal,	  aspira<on,	  emo<on,	  cause	  and	  belief	  	  HOW	  :	  The	  guiding	  princip...
CALL                     TO                                         This Way                                             T...
Thank you
3	  Keynotes	  –	  	           • 	  Ryan	  Martens,	  Rallys	  Founder	  &	  CTO	           • 	  Dean	  Leffingwell,	  World...
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Agile Transformations, the Good, the Bad and the Ugly

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The good, the bad and the ugly side of real life agile transformations. Wanda will share with you common challenges experienced by organisations during their agile journeys and provide you with key learnings that you can adopt within your own company.

Published in: Technology

Agile Transformations, the Good, the Bad and the Ugly

  1. 1. Agile Transformations,the Good, the Bad and the Ugly Wanda Marginean Agile Cambridge, 27-28 September 2012
  2. 2. Wanda  Marginean  wmarginean@rallydev.com      
  3. 3. WHY  :  The  Vision.  Has  goal,  aspira<on,  emo<on,  cause  and  belief    HOW  :  The  guiding  principles.    Has  logic,  a  bias  towards  ac<on  and  provides  an  infrastructure  of  inten<on    WHAT  :  Prac<ces  and  results.  Is  dynamic  and  organic  
  4. 4. WHY  do  we  want  to  become  an  Agile  organisa7on?      HOW  do  we  want  to  do  it?        WHAT  do  we  need  to  do?  
  5. 5. When does WHY go Bad and Ugly?
  6. 6. Woolly WHY or no WHYCorporate levelDepartmental levelTeam levelPersonal level
  7. 7. Five Key Benefits of Agile, which all executives have heard about: 1. Reduced time-to-market 2. Increased quality 3. Reduced waste 4. Better predictability 5. Better moraleFrom: “The Truth About Agile Processes,” by Forrester Research analyst Carey Schwaber, 8/28/07
  8. 8. checkbook commitments
  9. 9. Not making the vision clearJUST  DO  IT!  
  10. 10. immediate RESULTS
  11. 11. "Apple  is  commi;ed  to  bringing  the  best  personal  compu7ng  experience  to  students,  educators,  crea7ve  professionals  and  consumers  around  the  world  through  its  innova7ve  hardware,  soBware  and  Internet  offerings."     Famous  quote  from  Steve  Jobs  in  the  1980’s:   "Man  is  the  creator  of  change  in  this  world.  As   such  he  should  be  above  systems  and   structures,  and  not  subordinate  to  them."    "Facebooks  mission  is  to  give  people  the  power  to  share  and  make  the  world  more  open  and  connected."     Zuckenberg’s  own  vision  statement:  "People   use  Facebook  to  stay  connected  with  friends   and  family,  to  discover  what’s  going  on  in  the   world,  and  to  share  and  express  what  maOers   to  them."    
  12. 12. WHY do YOU want to become an Agile organisation?
  13. 13. When does HOW go Bad and Ugly?
  14. 14.   Think about:  Principles to followSlowing down in order to speed upInvesting time and effort
  15. 15. FOLLOWINGthe PLAN
  16. 16. Maintaining culture that doesn’tsupport CHANGE
  17. 17. 100   80  Percent 60   40   20   0   1   2   3   4   5   Number of Simultaneous Projects Time spent working Context switching time Gerald Weinberg, Quality Software Management: Systems Thinking
  18. 18. Not slowing down to speed up
  19. 19. the samemetrics
  20. 20. traditional performance appraisals
  21. 21. rewarding individual heroics
  22. 22. ignoring the needfor infrastructure
  23. 23. not pullingtestingFORWARD
  24. 24. pushing to deliver
  25. 25. 2  weeks   4  weeks   6  weeks   8  weeks   Build Build Build Test8  weeks  <ll   6  weeks  <ll   4  weeks  <ll   shippable   shippable   shippable   often see this
  26. 26. 2  weeks   4  weeks   6  weeks   8  weeks  Build   T   Build   T   Build   T   Build   T   No  feature  more  than  2  weeks  from  shippable   a little better
  27. 27. Start testing here… … instead of here Why not this?
  28. 28. Define your HOW
  29. 29. Agile  manifesto  
  30. 30. Principles  of  Lean  
  31. 31. Principles  of  Product  Development  
  32. 32. Principles  of  Lean  Startup   Learn   Measure   Build  
  33. 33. V0.81
  34. 34. Or mix of all…•  take  a  phased  approach,  inspect  and  adapt  •  transparency  and  collabora<ve  decision  making  •  servant  leadership  •  bring  tes<ng  forward  •  release  more  frequently  •  limit  queues  of  work    •  implement  feedback  loops  •  accept  we  need  help  -­‐  agile  coaching  •  implement  infrastructure  to  support  new   approach  
  35. 35. When does WHAT go Bad and Ugly?
  36. 36. We “can’t”create teams
  37. 37. IGNORING THAT TEAMS PERFORM BETTER THAN INDIVIDUALS•  Persistent•  Cross-functional•  Multi-disciplinary•  WIP limit•  Slack time•  Metrics (throughput, velocity)•  Mid-range planning•  Continuous improvement
  38. 38. Ineffective use ofRetrospectives
  39. 39. what we mean byRetrospectives What are we doing well?! ! What’s not serving! us as a team?! ! What would we change to improve?!
  40. 40. Noretrospectives
  41. 41. Ignored There is absolutely nothing ! wrong! !
  42. 42. NOAction
  43. 43. lack of full planning participation
  44. 44. what is the cost ofnot having theinformation?
  45. 45. insights throughdialogue
  46. 46. Acceptanceandcommitment
  47. 47. unavailable product owner
  48. 48. or, too busy for all the communicating
  49. 49. bad scrum master
  50. 50. andCOMMANDCONTROL
  51. 51. serve andfacilitate
  52. 52. remove impediments
  53. 53. not having a onsite coach
  54. 54. who cares?who listens?
  55. 55. advise, motivate protect and serve
  56. 56. team lacking  authority
  57. 57. red tapedecisions
  58. 58. Bureaucracy assumes mediocrityAgile assumes competence
  59. 59. Everyone PullingTogether!
  60. 60. CHANGEis HARD
  61. 61. Rever7ng  to  form  
  62. 62. Nothing would be done at all If we waited until we could do it so well That no one could find fault with it Cardinal Newman
  63. 63. WHY  :  The  Vision.  Has  goal,  aspira<on,  emo<on,  cause  and  belief    HOW  :  The  guiding  principles.    Has  logic,  a  bias  towards  ac<on  and  provides  an  infrastructure  of  inten<on    WHAT  :  The  Method.  The  results  and  prac<ces  both  dynamic  and  organic  
  64. 64. CALL TO This Way ToACTION Successful Agile TransformationStart from asking yourself:WHY are we doing this agile transformation? …answer it on the organisational as well as personal level
  65. 65. Thank you
  66. 66. 3  Keynotes  –     •   Ryan  Martens,  Rallys  Founder  &  CTO   •   Dean  Leffingwell,  World  Renowned  Agile  Author  &  Methodologist      3  Tracks  –     •   BUILD  IT  -­‐  Speed  a  wide-­‐scale  adop<on  model  with  new  and  innova<ve  Agile  ideas   •   STEER  IT  -­‐    Bring  Agile  to  the  porcolio  level  of  your  business   •   GO  -­‐    Build  powerful,  custom  Rally  applica<ons,  reports  and  dashboards  for  beOer   decision-­‐making  and  sharing.        3  Learning  Opportuni7es  –     • Rally  Technical  Training:  10  October  |  13:00  -­‐  16:00     • Scaled  Agile  Framework  Training:    9-­‐10  October  |  Dean  Leffingwell   • Be;er  Collabora7on  Through  Facilita7on:  9-­‐10  October  |  Jean  Tabaka         Learn  more  and  Register  –  www.rallydev.co.uk  or  hOp://bit.ly/RallyON  
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