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Are we agile yet?
 

Are we agile yet?

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So you spend loads of money to get agile. You hire a coach or two, you keep changing methodologies and practices. Hopefully it is not done just to get things to "feel better". Introducing the concept ...

So you spend loads of money to get agile. You hire a coach or two, you keep changing methodologies and practices. Hopefully it is not done just to get things to "feel better". Introducing the concept of Agility Path, a framework to manage change in the company.

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    Are we agile yet? Are we agile yet? Presentation Transcript

    • continuous improvement. continuous advantage. 1.03.14 (ABE) cbnd Are we agile yet? Tomek Włodarek
    • how long have you done agile for? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • more than 5 years more than 3 years more than a year © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • “ Bastardo! You can’t do agile! Agile is not a verb or a noun. Admit you’ve been doing waterfall all along! © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd). ”
    • how long have you been agile for? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • more than 5 years more than 3 years more than a year © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • how do you know how agile how do you know that? are you? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • agility /əˈdʒɪl ɪ ti/ 1. state or quality of being agile An enterprise’s ability to take advantage of opportunities, respond to challenges, and to do so while controlling risk. 2. to be quick and nimble © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • Pursuing agility companies usually start by investing in their IT departments. Scrum - valuebased discovery and decision-making framework - is often selected for complex product development.
    • stam·pede /stʌmˈpiːd/ 1. Sudden frenzied rush of (panic–stricken) animals. 2. To flee in a headlong rush. © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • scrum·pede /skrʌmˈpiːd/ 1. Sudden frenzied rush of (panic–stricken) companies to do Scrum because others are doing it. 2. To flee in a headlong rush back to prescriptive ways of doing things because Scrum is hard work. © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • “ Organizations are adopting Agile through a combination of bottom-up adoption and top-down change. But the reality of Agile adoption has diverged from the original ideas described in the Agile Manifesto, with many adoptions resembling what Forrester labels water-Scrum-fall. This model is not necessarily bad, but if application development professionals do not carefully consider and make the right decisions about where the lines fall between water-Scrum and Scrum-fall, they are unlikely to realize Agile’s benefits. Water-Scrum-Fall Is The Reality Of Agile For Most Organizations Today, Forrester, 7/2011 ”
    • however agility is not confined to the IT department. Executives must look at the entire enterprise to evaluate how practices across all domains support or hamper organizational agility . this is a complex problem.
    • prisoner of beliefs “ I’m ok withupper management’s until we specify By iterative-incremental decision Sprint Reviews must not be and testthan 30 minutes. everything up front longer it all at the end. © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd). ”
    • “ We saw that everything was falling down and we fixed it. –Cecilia Gimenez http://www.bbc.co.uk/news/world-europe-19349921 ”
    • Ecce Homo (XIX century), Borja, Spain “ Ecce Mono (XXI century), Borja, Spain Without knowledge, action is useless and knowledge without action is futile. –Abu Bakr Advisor, friend and father-in-law of the Islamic prophet Muhammad (573–634) ”
    • “ I wish I could turn back clock. –Cecilia Gimenez (amateur art restorer) http://www.telegraph.co.uk/news/worldnews/europe/spain/9765947/I-wish-I-could-turn-back-clock-saysmonkey-mural-artist.html ”
    • Scrum provides continuous change framework required to Transform the Enterprise. scrum change teams use an ordered practice backlog to introduce change to practices. results are evaluated and agility is earned through the adaptation process.
    • Productivity domain = how fast you produce stuff and what the costs are? Time to get a small change to a customer delivery times distribution Frequency of releases # of production ready features per sprint acceleration index focus factor (V/C) Cost per PBI cost per sprint … do teams know these metrics? what’s within their control to optimize them? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • quality domain = how good your stuff is? # of Defects per PBI Ratio of development budget to revenue # of defects found to solved Maintenance as % of product development budget Stabilization time per release ratio of development to stabilization time technical debt crappiness/toxicity/maintanability* … *http://googletesting.blogspot.com/2011/02/this-code-is-crap.html do teams know these metrics? what’s within their control to optimize them? *http://erik.doernenburg.com/2008/11/how-toxic-is-your-code *http://blogs.msdn.com/b/zainnab/archive/2011/05/26/code-metrics-maintainability-index.aspx © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • value domain = how valuable your stuff is? customer satisfaction customer retention revenue per story point (or per sprint) development budget to revenue % of product used by <20% of users % of product used <20% of time feature usage/cost of development # or % of functionalities removed last release # of users % of users on current release time to recoup 100k investment … do teams know these metrics? what’s within their control to optimize them? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • enterprise domain = everything else that matters investment in agility per person (hopefully it wasn’t spent just to make things “feel better” or “feel right”) Employee satisfaction* Employee retention/trunover recruitment rate/selection ratio revenue per employee … do teams know these metrics? what’s within their control to optimize them? *http://www.businessspectator.com.au/article/2012/3/26/technology/atlassian-happiness-meter © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • productivity quality are we agile yet? value happiness what now!? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • productivity quality are we agile yet? value happiness what now!? © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • a blend of value and performance metrics – an Agility Index – indicates progress towards competitive advantage and sustained business success.
    • suddenly everyone else is making money. complexity at its best. who would have guessed? “ […] hordes of people – 35,000 from August to December – coming to the town just to see the painting […] the church began levying a 4 euro entrance fee on visitors, earning 2,000 euros in the first four days. […] merchandise flying off the shelves […] [...] budget airline Ryanair offering cheap deals to nearby Zaragoza airport encouraging “pilgrims” to visit the work [...] Lawyers acting for Mrs Gimenez now insist she should be entitled to a cut of the profits, which she wants to go towards a charity of her choice. http://www.telegraph.co.uk/news/worldnews/europe/spain/9555526/Elderly-woman-who-botched-religious-fresco-demands-royalties.html http://news.yahoo.com/disfigured-spanish-fresco-hit-artist-town-151848237.html © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd). ”
    • agility is a complex problem §  complexity turns best practices to good practices, to a bunch of practices, to a bunch of hunches §  in complex world best practices get noticed only in retrospection (→illusion of validity) © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).
    • scientific experimentation “ Developing these experimentation systems is the responsibility of senior management; they have to be put in by the leadership. –Scott D. Cook Co–founder of Intuit. #297 on Forbes's The 400 Richest Americans http://www.inc.com/magazine/20040401/25cook.html © 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd). ”
    • thank you! Agility Path. http://www.scrum.org/agility-path Software in 30 Days. Ken Schwaber, Jeff Sutherland, 2012 The Business Value of Agile Software Methods: Maximizing ROI with Just-In-Time Processes and Documentation. D.Rico, H.Sayani, S.Sone, 2010 Strategic Management and Organisational Dynamics: The challenge of complexity to ways of thinking about organisations. Ralph. D. Stacey, 2011 Accelerate! How the most innovative companies capitalize on today's rapid-fire strategic challenges and still make their numbers. John P. Kotter, HBR 2012 Thinking, Fast and Slow. Daniel Kahneman, 2011 The Black Swan: The Impact of the Highly Improbable. Nassim N. Taleb, 2010 A Leader’s Framework for Decision Making. David J. Snowden and Mary E. Boone, HBR 2007 tomek@scrumvival.com http://www.linkedin.com/in/wlodarek http://www.scrum.org http://www.scrumvival.com