Agile Lecture at S. P. Jain Institute of Management and Research


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This is what I shared with SP Jain students when they invited me to deliver lecture to their Post Graduate Certificate in Advanced Project Management (PGC-APM) Batch 19 on 15th February 2014.

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Agile Lecture at S. P. Jain Institute of Management and Research

  1. 1. An Exclusive Experiment For SP Jain Execs By Tushar Somaiya
  2. 2. Tushar is founder, director of ShuHaRiAgile, a premium agile training / coaching partner and coachingdojo, a unique community for agile leaders, executive coaches, agile coaches and agile practitioners to share, learn & network. Tushar has 15 years of IT experience and over 6 years of agile experience. He is known for his fun-filled, hands-on interactive trainings & speeches at prestigious conferences. His blogs have been re-published on ScrumAlliance, AgileAtlas & PMHut. He is an active volunteer at ScrumAlliance & PMI Mumbai Chapter. Tushar Somaiya is a passionate certified professional coach who helps executives & teams discover and unleash their true potential. He believes in a democratic organization & selforganizing teams. He calls himself a servant leader. Through his NueroScience based coaching & consulting, he has helped projects and organizations turn agile and become truly high performing teams. He is Results Certified Coach, Certified Transformational Coach, Certified Scrum Master, Certified Scrum Professional, Certified System Business Analysts & one of the first 500 PMIAgile Certified Professional.
  3. 3. T Analysis 50% done? Design i m Develop e Test 1970, Dr Winston Royce published “Managing the Development of Large Software Systems”, where the waterfall is first documented! he said “I believe in this concept, but the implementation described above is risky and invites failure”
  4. 4.
  5. 5. T i m e End to end small slices of work 30% Done = 100% Usable
  6. 6. ž  Wait is the biggest waste ž  Agile helps eliminate waste ž  Agile makes everyone working all the time ž  Parallelism is the key ž  Smaller the batch size lesser the waste ž  Timebox helps limit batch size ž  Agile = X % done, 100% usable ž  Time to market is reduced drastically ž  Total time of the project has reduced to less than half
  7. 7. Agile is not a process or framework. It is a value system.
  8. 8. ž Group of people came together to discuss and change Thanks to ThoughtWorks
  9. 9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  10. 10. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
  11. 11. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  12. 12. Business people and developers must work together daily throughout the project.
  13. 13. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  14. 14. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  15. 15. Working software is the primary measure of progress.
  16. 16. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  17. 17. Continuous attention to technical excellence and good design enhances agility.
  18. 18. Simplicity--the art of maximizing the amount of work not done--is essential.
  19. 19. The best architectures, requirements, and designs emerge from selforganizing teams.
  20. 20. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  21. 21.
  22. 22. As if we don’t know it
  23. 23. Changes in the new economic environment are large-scale, substantial and drastically different 80% 70% 60% 50% 40% 30% 20% 10% 0% More volatile More uncertain Source: IBM—Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study (2010) More complex Structurally different
  24. 24. ž The life expectancy of firms on the Fortune 500 has rapidly declined to around 15 years and is headed for 5 years ž Business model life cycle is down to 7 years ž 80% of new products and services fail within 3 years ž 95% of CEO’s agree on the increased need for enterprise innovation, yet half acknowledge they have no team or process for this. Of those that do have a team/ process, how many are satisfied with it?
  25. 25. “Without exception, all of my biggest mistakes occurred because I moved too slowly.” --John Chambers, Cisco CEO, “He [Chambers] also radically changed the way he managed, turning a command-and-control hierarchy into a more democratic organizational structure.”
  26. 26. Agility is the ability to create and respond to change in order to profit in a turbulent business environment.
  27. 27. “88% of executives cite organizational agility as key to global success.” “50% say that agility is not only important, but a core differentiator.”
  28. 28. Did you notice?
  29. 29. Hunters & Gatherers
  30. 30. Farming
  31. 31. Industrial Revolution fordofbritainmerlinengines_1500.jpg
  32. 32. Knowledge Economy a4FnXcS6_1Y/s1600/the-end-of-service-economy-Olexe-v7.jpg
  33. 33. Missing in agenda. Hopefully only in my presentation.
  34. 34. 0WBrnjZjeUM/s1600/IndustryWorkToKnowledgeWork.png
  35. 35. Missing in agenda. Hopefully only of my presentation.
  36. 36.
  37. 37. Systems of Record Themes: •  Inward focus •  Efficiency/cost reduction •  Highly structured •  Slow to change Systems of Engagement Themes: •  Outward focus •  Fundamentally social •  Loosely structured •  Dynamic/in flux
  38. 38. ž  Adapting significant changes in market place ž  Visionary / transformational leadership
  39. 39. ž  Leaping beyond today’s frontiers ž  Energy-unleashing leadership
  40. 40. Shall we please?
  41. 41. Ok but HOW?
  42. 42. Agility in personal life
  43. 43. Is all of this practical?
  44. 44. ž  Employees acting as partners and associates make their own decision ž  They evaluate their managers every six months ž  Potential managers are interviewed by their subordinates.
  45. 45. ž  Small teams ž  Belief in the individual ž  No titles ž  People choose their own work ž  All in the same boat ž  Focus on long term value based view rather than short term benefits
  46. 46. ž  No managers ž  Personal mission ž  “Collaborative letters of understanding” ž  Conflict resolved by jury
  47. 47. ž  No formal management hierarchy ž  People choose their own projects ž  No one tells what to do, no fixed roles, no reviews, no such thing like promotion
  48. 48. ž  No positions ž  No support functions ž  Decide your own time ž  Self-managing teams who owns their P&L
  49. 49. ž I haven’t created images in this PPT. References and credits provided at the end ž Ideas and words in the presentation are referred and inspired from various sources listed at the end ž Does this have to do anything with agile? ž Are we ready? What does it take? When do we start?
  50. 50. ž John Kotter: archive/3294.html ž Bas Vodde: material/2012/06_shanghai/ management_and_adoption.pdf ž Jim Highsmith: http:// adaptive-leadership-wp-us-singlepages.pdf
  51. 51. Tushar Somaiya +91-9869209689 Tushar.somaiya@agiletestingallianc