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Agile Transformations,  the Good, the Bad and the Ugly
 

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 ...

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.

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    Agile Transformations,  the Good, the Bad and the Ugly Agile Transformations, the Good, the Bad and the Ugly Presentation Transcript

    • 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  principles.    Has  logic,  a  bias  towards  ac<on  and  provides  an  infrastructure  of  inten<on    WHAT  :  Prac<ces  and  results.  Is  dynamic  and  organic  
    • WHY  do  we  want  to  become  an  Agile  organisa7on?      HOW  do  we  want  to  do  it?        WHAT  do  we  need  to  do?  
    • 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 3. Reduced waste 4. Better predictability 5. Better moraleFrom: “The Truth About Agile Processes,” by Forrester Research analyst Carey Schwaber, 8/28/07
    • 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,  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."    
    • 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   1   2   3   4   5   Number of Simultaneous Projects Time spent working Context switching time Gerald Weinberg, Quality Software Management: Systems Thinking
    • 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 Build Build Test8  weeks  <ll   6  weeks  <ll   4  weeks  <ll   shippable   shippable   shippable   often see this
    • 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
    • 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  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  
    • 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 limit•  Slack time•  Metrics (throughput, velocity)•  Mid-range planning•  Continuous improvement
    • Ineffective use ofRetrospectives
    • what we mean byRetrospectives What are we doing well?! ! What’s not serving! us as a team?! ! What would we change to improve?!
    • 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 Cardinal Newman
    • 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  
    • 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
    • Thank you
    • 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