An Exclusive Experiment For SP Jain Execs
By Tushar Somaiya
Tushar is founder, director of ShuHaRiAgile, a premium agile
training / coaching partner and coachingdojo, a unique
commun...
T

Analysis
50% done?
Design

i
m

Develop

e
Test
1970, Dr Winston Royce published “Managing the Development of Large
Sof...
http://in-the-flow.com/wp-content/uploads/2012/01/insanity.gif
T i m e

End to end small slices of work

30% Done =
100% Usable
ž  Wait

is the biggest waste
ž  Agile helps eliminate waste
ž  Agile makes everyone working all the time
ž  Paralleli...
Agile is not a process or framework. It is a value system.
ž Group

of people came together to
discuss and change

Thanks to ThoughtWorks
Our highest priority is
to satisfy the customer
through early and
continuous delivery
of valuable software.
Welcome changing
requirements, even late in
development.
Agile processes harness
change for
the customer's competitive
adv...
Deliver working software
frequently, from a
couple of weeks to a couple
of months, with a
preference to the shorter
timesc...
Business people and
developers must work
together daily throughout
the project.
Build projects around
motivated individuals.
Give them the environment
and support they need,
and trust them to get the jo...
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversa...
Working software is the
primary measure of
progress.
Agile processes promote
sustainable development.
The sponsors, developers,
and users should be able
to maintain a constant...
Continuous attention to
technical excellence
and good design enhances
agility.
Simplicity--the art of
maximizing the amount
of work not done--is
essential.
The best architectures,
requirements, and designs
emerge from selforganizing teams.
At regular intervals, the
team reflects on how
to become more effective,
then tunes and adjusts
its behavior accordingly.
http://javamaster.files.wordpress.com/2009/07/scrum1.png
As if we don’t know it
Changes in the new economic environment are
large-scale, substantial and drastically different
80%
70%
60%
50%
40%
30%
20%...
ž The life expectancy of firms on the Fortune
500 has rapidly declined to around 15 years
and is headed for 5 years
ž Bu...
“Without exception, all of
my biggest mistakes
occurred because I moved
too slowly.”
--John Chambers, Cisco CEO,

“He [Cha...
Agility is the
ability to create
and respond to
change in order to
profit in a
turbulent business
environment.
“88% of executives cite organizational agility as
key to global success.”
“50% say that agility is not only important, but...
Did you notice?
Hunters & Gatherers

http://iamalivep05.files.wordpress.com/2012/11/lfmc070923_huntersgatherers_2007-09-23.gif
Farming

http://blackandwhitepix.files.wordpress.com/2010/10/img762.jpg
Industrial Revolution

http://cuwhist.files.wordpress.com/2012/04/
fordofbritainmerlinengines_1500.jpg
Knowledge Economy

http://2.bp.blogspot.com/_GJkJnsWKXHY/TL4P8n-QioI/AAAAAAAAAjI/
a4FnXcS6_1Y/s1600/the-end-of-service-eco...
Missing in agenda. Hopefully only in my presentation.
http://3.bp.blogspot.com/_dL4lW6pqpcA/TD60dLlSgeI/AAAAAAAACsc/
0WBrnjZjeUM/s1600/IndustryWorkToKnowledgeWork.png
Missing in agenda. Hopefully only of my presentation.
http://hbswk.hbs.edu/images/20000601LSkotterevolution2.gif
Systems
of
Record
Themes:
•  Inward focus
•  Efficiency/cost reduction
•  Highly structured
•  Slow to change

Systems
of
...
ž  Adapting

significant
changes in market
place

ž  Visionary

/
transformational
leadership
ž  Leaping

beyond
today’s frontiers

ž  Energy-unleashing

leadership
Shall we please?
Ok but HOW?

http://utilityweekcouk.s3.amazonaws.com/news/images/197113.jpg
Agility in personal life
Is all of this practical?
ž  Employees

acting as
partners and
associates make their
own decision
ž  They evaluate their
managers every six
months...
ž  Small

teams
ž  Belief in the
individual
ž  No titles
ž  People choose their
own work
ž  All in the same boat
ž  ...
ž  No

managers
ž  Personal mission
ž  “Collaborative letters
of understanding”
ž  Conflict resolved by
jury
ž  No

formal
management
hierarchy
ž  People choose their
own projects
ž  No one tells what to
do, no fixed roles, no
r...
ž  No

positions
ž  No support functions
ž  Decide your own time
ž  Self-managing teams
who owns their P&L
ž I

haven’t created images in this PPT.
References and credits provided at the
end
ž Ideas and words in the presentatio...
ž John

Kotter: http://hbswk.hbs.edu/
archive/3294.html
ž Bas Vodde: http://www.odd-e.com/
material/2012/06_shanghai/
ma...
Tushar Somaiya
AgileTestingAlliance.org
ShuHaRiAgile.com
+91-9869209689
Tushar.somaiya@agiletestingallianc
e.com
Tushar.so...
Agile Lecture at S. P. Jain Institute of Management and Research
Agile Lecture at S. P. Jain Institute of Management and Research
Agile Lecture at S. P. Jain Institute of Management and Research
Agile Lecture at S. P. Jain Institute of Management and Research
Agile Lecture at S. P. Jain Institute of Management and Research
Agile Lecture at S. P. Jain Institute of Management and Research
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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. http://in-the-flow.com/wp-content/uploads/2012/01/insanity.gif
  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. http://javamaster.files.wordpress.com/2009/07/scrum1.png
  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 http://iamalivep05.files.wordpress.com/2012/11/lfmc070923_huntersgatherers_2007-09-23.gif
  30. 30. Farming http://blackandwhitepix.files.wordpress.com/2010/10/img762.jpg
  31. 31. Industrial Revolution http://cuwhist.files.wordpress.com/2012/04/ fordofbritainmerlinengines_1500.jpg
  32. 32. Knowledge Economy http://2.bp.blogspot.com/_GJkJnsWKXHY/TL4P8n-QioI/AAAAAAAAAjI/ a4FnXcS6_1Y/s1600/the-end-of-service-economy-Olexe-v7.jpg
  33. 33. Missing in agenda. Hopefully only in my presentation.
  34. 34. http://3.bp.blogspot.com/_dL4lW6pqpcA/TD60dLlSgeI/AAAAAAAACsc/ 0WBrnjZjeUM/s1600/IndustryWorkToKnowledgeWork.png
  35. 35. Missing in agenda. Hopefully only of my presentation.
  36. 36. http://hbswk.hbs.edu/images/20000601LSkotterevolution2.gif
  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? http://utilityweekcouk.s3.amazonaws.com/news/images/197113.jpg
  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: http://hbswk.hbs.edu/ archive/3294.html ž Bas Vodde: http://www.odd-e.com/ material/2012/06_shanghai/ management_and_adoption.pdf ž Jim Highsmith: http:// www.thoughtworks.com/sites/ www.thoughtworks.com/files/files/ adaptive-leadership-wp-us-singlepages.pdf
  51. 51. Tushar Somaiya AgileTestingAlliance.org ShuHaRiAgile.com +91-9869209689 Tushar.somaiya@agiletestingallianc e.com Tushar.somaiya@shuahariagile.com

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