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Agile Adoption - Opportunities and Challenges
 

Agile Adoption - Opportunities and Challenges

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Agile adoption tips for organizations and change leaders.

Agile adoption tips for organizations and change leaders.

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  • Stay flexible by reducing obstacles to changeChange is your best friend. The more expensive it is to make a change, the less likely you'll make it. And if your competitors can change faster than you, you're at a huge disadvantage. If change gets too expensive, you're dead.EmergenceEmergence is one of the founding principles of agility, and is the closest one to pure magic. Emergent properties aren't designed or built in, they simply happen as a dynamic result of the rest of the system. "Emergence" comes from middle 17th century Latin in the sense of an "unforeseen occurrence." You can't plan for it or schedule it, but you can cultivate an environment where you can let it happen and benefit from it.A classic example of emergence lies in the flocking behavior of birds. A computer simulation can use as few as three simple rules (along the lines of "don't run into each other") and suddenly you get very complex behavior as the flock wends and wafts its way gracefully through the sky, reforming around obstacles, and so on. None of this advanced behavior (such as reforming the same shape around an obstacle) is specified by the rules; it emerges from the dynamics of the system.Simple rules, as with the birds simulation, lead to complex behavior. Complex rules, as with the tax law in most countries, lead to stupid behavior.Many common software development practices have the unfortunate side effect of eliminating any chance for emergent behavior. Most attempts at optimization — tying something down very explicitly — reduces the breadth and scope of interactions and relationships, which is the very source of emergence. In the flocking birds example, as with a well-designed system, it's the interactions and relationships that create the interesting behavior.The harder we tighten things down, the less room there is for a creative, emergent solution. Whether it's locking down requirements before they are well understood or prematurely optimizing code, or inventing complex navigation and workflow scenarios before letting end users play with the system, the result is the same: an overly complicated, stupid system instead of a clean, elegant system that harnesses emergence.Keep it small. Keep it simple. Let it happen.—Andrew Hunt, The Pragmatic Programmers
  • Your thoughts & experiencesIs it easy?We’ve heard it all: black, white, and shades of gray in between.many Agile principles aren’t intuitive or are counter to traditional management approaches. Some of these initially counter-intuitive principles:Starting more stuff faster means you will finish more stuff later. Striving for perfect definition up front is going to slow down delivery. Don’t build everything that might ever be needed right now – only build what you will need today. More testing speeds you up. Changing Mental Models creates new possibilities and allows us to make better decisions. We allow the results to influence our Mental Model and not just the next decision. When learning influences our Mental Model we call this Double Loop Learning.
  • To collaborate across silos
  • To collaborate across silos

Agile Adoption - Opportunities and Challenges Agile Adoption - Opportunities and Challenges Presentation Transcript

  • Service
    Knowledge
    Result
    3 February 2011
    Silvana Wasitova
    Agile Adoption: Opportunities and Challenges
  • To Do Doing Done
    2
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    Opportu
    nities
    Examples
    Challenges
    Strategy
  • I little bit about me
    3
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    Waterfall
    Scrum
  • At
    4
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  • To Do Doing Done
    5
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    Opportu
    nities
    Examples
    Challenges
    Strategy
  • 64% implemented features are rarely or never used
    6
    Focusing on customer needs ensures:
    the right features are built
    not wasting effort (and resources) on features that are not needed
    Main principle:
    Only build the features that the client/users need
    Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOSSample: government and commercial organizations, no vendors, suppliers or consultants
    © Itecor all rights reserved
  • Scrum vs. Waterfall: Time To Market
    SCRUM
    • Faster Time to Market
    • Higher Quality
    • Satisfied Customer
    • Better Usability
    3 MONTHS
    Develop & QA + Changes
    Spec
    Collaborative
    Results-Oriented
    Waterfall
    6-10 MONTHS
    Develop & QA
    Changes
    Spec
    ywks
    x wks
    Sequential
    Process-Oriented
    © Silvana Wasitova
  • Lower cost of change
    8
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    Cost of change
    Traditional project
    Agile
    project
    Time
    • More defects prevented & fixed
    • Continuous testing
    • Fast feedback & adaptive planning
  • Agile deals with
    9
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  • Why Scrum works
    10
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    Close collaboration with client (or proxy)
    better product
    increased satisfaction
    Transparency through daily check-ins:
    early visibility of issues
    early resolution
    reduced risk
    Increased ROI: delivering business value in small increments, more often
    Eliminate waste, focus on highest priorities
    Inspect, adapt, improve: in each iteration
  • To Do Doing Done
    11
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    Opportu
    nities
    Examples
    Challenges
    Strategy
  • Scrum Adoption at Yahoo
    12
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    2004: VP of Product Development authorized experiment with scrum
    2005: Hired Senior Director of Agile Development
    2008 status:
    3 coaches, each coaching approx. 10 scrum teams/year
    200 scrum teams world wide, total approx. 1500+ employees
    Results in 2008:Average Team Velocity increase estimated at +35% / year,in some cases 300% - 400%
    Development cost reduction of over USD 1 million / year
    ROI on transition and trainings about 100% in first year
    Note:In those first three years, 15-20% of people consistently DID NOT like Scrum
    http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
  • Scrum: New Effectiveness: 27.25/50 = 54.5%
    Increase by 430%
    British Telecom 2007, http://scalingsoftwareagility.files.wordpress.com/2008/06/scrumbt-v14.pdf
    Typically BT Value Stream
    13
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  • HCL EAI Services Inc.
    14
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    Enterprise application integration services: healthcare, retail, telecommunication, wireless.
    http://www.bspin.org/archives-folder/03%20Krishna%20Prasad.pdf
  • Salesforce.com - 2007
    15
    Down to 1 release/yr
    Scrum adoption: 3 months
    Results:
    60+ Critical features delivered in < 9 months
    “Idea to Release” avg. rate: 2.2 quarters
    70% of “Top 10 Ideas” are on track for delivery in 2007
    http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-2007-conference
  • Salesforce.com - 2007
    16
    http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-2007-conference
  • To Do Doing Done
    17
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    Opportu
    nities
    Examples
    Challenges
    Strategy
  • Challenges: Mindset Change
    Coaching Helps
    I heard of this new thing
    People are talking about it
    I want to try!
    Do I have to?
    Will this work?
    The Chasm
    Innovator
    Early adopters
    Early Majority
    Late Majority
    Laggards
    Crossing the Chasm, Geoffrey Moore, 2002
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    18
  • MINDSET CHANGE
    19
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  • Barriers to Adoption
    20
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    http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
  • Causes of Failed Adoption
    21
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    http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
  • To Do Doing Done
    22
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    Opportu
    nities
    Examples
    Challenges
    Strategy
  • Keys to SuccessfulAgile Adoption
    23
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  • 24
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    Visionary &
    Champion
    Christopher Colombus
  • 25
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    Sponsor
    Queen Isabelle
  • 26
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    Translation Key
    Rosetta Stone
  • 27
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    Trainer & Coach
    Coach Extraordinaire 
  • Agile Champions
    28
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    http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
  • Strategy: A.D.A.P.T.
    29
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    Strategy:
    Mike Cohn, MountainGoat Software
  • What Works
  • 31
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    Start small, then grow
  • 32
    Train, Raise Awareness
  • 33
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    Build Organizational Support
    all directions
    at the same time
  • 34
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    Teamwork
  • 35
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    Align Incentives
  • 36
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    Inspect, Adapt
  • 37
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    And one more thing…
  • That 10x hyper-productivity...
  • it only comes
    if serious
    about removing real impediments
    even some sacred cows
  • COURAGE
  • 41
    © Itecor all rights reserved
    Silvana Wasitova, PMP, CSM, CSP
    Vevey, Switzerland
    s.wasitova@itecor.com
    +41 79 558 05 09
  • References
    42
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    Salesforce.com Scrum Rollout Results, 2007http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-2007-conference
    Yahoo Scrum Rollout Results, 2008http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
    BT Scrum Rollout Results, 2007http://scalingsoftwareagility.files.wordpress.com/2008/06/scrumbt-v14.pdf
    VersionOne Surveys http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
    HCL EAI Scrum Rollout Resultshttp://www.bspin.org/archives-folder/03%20Krishna%20Prasad.pdf
    Crossing the Chasm, Geoffrey Moore, 2002
    “ADAPT” – Mike Cohn, MountaingGoatSoftware.com
    The Heart of Change: Real-Life Stories of How People Change Their Organizations (2002) and Leading Change (1996), John Kotter
    Organizational Patterns in Agile Software Development, James Coplien & Neil Harrison