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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
  • Transcript

    • 1. Service
      Knowledge
      Result
      3 February 2011
      Silvana Wasitova
      Agile Adoption: Opportunities and Challenges
    • 2. To Do Doing Done
      2
      © Itecor all rights reserved
      Opportu
      nities
      Examples
      Challenges
      Strategy
    • 3. I little bit about me
      3
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      Waterfall
      Scrum
    • 4. At
      4
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    • 5. To Do Doing Done
      5
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      Opportu
      nities
      Examples
      Challenges
      Strategy
    • 6. 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
    • 7. Scrum vs. Waterfall: Time To Market
      SCRUM
      • Faster Time to Market
      • 8. Higher Quality
      • 9. Satisfied Customer
      • 10. 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
    • 11. Lower cost of change
      8
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      Cost of change
      Traditional project
      Agile
      project
      Time
      • More defects prevented & fixed
      • 12. Continuous testing
      • 13. Fast feedback & adaptive planning
    • Agile deals with
      9
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    • 14. 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
    • 15. To Do Doing Done
      11
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      Opportu
      nities
      Examples
      Challenges
      Strategy
    • 16. 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
    • 17. 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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    • 18. 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
    • 19. 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
    • 20. Salesforce.com - 2007
      16
      http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-2007-conference
    • 21. To Do Doing Done
      17
      © Itecor all rights reserved
      Opportu
      nities
      Examples
      Challenges
      Strategy
    • 22. 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
      © Itecor all rights reserved
      18
    • 23. MINDSET CHANGE
      19
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    • 24. Barriers to Adoption
      20
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      http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
    • 25. Causes of Failed Adoption
      21
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      http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
    • 26. To Do Doing Done
      22
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      Opportu
      nities
      Examples
      Challenges
      Strategy
    • 27. Keys to SuccessfulAgile Adoption
      23
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    • 28. 24
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      Visionary &
      Champion
      Christopher Colombus
    • 29. 25
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      Sponsor
      Queen Isabelle
    • 30. 26
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      Translation Key
      Rosetta Stone
    • 31. 27
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      Trainer & Coach
      Coach Extraordinaire 
    • 32. Agile Champions
      28
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      http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
    • 33. Strategy: A.D.A.P.T.
      29
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      Strategy:
      Mike Cohn, MountainGoat Software
    • 34. What Works
    • 35. 31
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      Start small, then grow
    • 36. 32
      Train, Raise Awareness
    • 37. 33
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      Build Organizational Support
      all directions
      at the same time
    • 38. 34
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      Teamwork
    • 39. 35
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      Align Incentives
    • 40. 36
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      Inspect, Adapt
    • 41. 37
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      And one more thing…
    • 42. That 10x hyper-productivity...
    • 43. it only comes
      if serious
      about removing real impediments
      even some sacred cows
    • 44. COURAGE
    • 45. 41
      © Itecor all rights reserved
      Silvana Wasitova, PMP, CSM, CSP
      Vevey, Switzerland
      s.wasitova@itecor.com
      +41 79 558 05 09
    • 46. References
      42
      © Itecor all rights reserved
      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

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