Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Why, how and what of Agile

921 views

Published on

Agile is simple to understand but difficult to implement and hard to master.

This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.

This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them. Darren will discuss the why, the what and the how.

Published in: Software
  • Be the first to comment

Why, how and what of Agile

  1. 1. © RADTAC Ltd 2014 – All rights reserved The  Why,  How  and  What  of  Agile?   Dragan  Jojic  and  Darren  Wilmshurst  
  2. 2. © RADTAC Ltd 2014 – All rights reserved Introduc>on:  Darren  Wilmshurst  
  3. 3. © RADTAC Ltd 2014 – All rights reserved Introduc>on:  Dragan  Jojic  
  4. 4. © RADTAC Ltd 2014 – All rights reserved Stand-­‐up   Your experience with Agility 1 = Very Little Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert
  5. 5. © RADTAC Ltd 2014 – All rights reserved We  believe  in  challenging  the  status  quo  and  in  the   innate  ability  of  people  to  rise  to  the  challenges  of   their  organisa>on   One-­‐stop  agile  shop   16YEARS Culture   Consultancy   Talent   Training  
  6. 6. © RADTAC Ltd 2014 – All rights reserved Why  agile?   Source: https://www.startwithwhy.com/
  7. 7. © RADTAC Ltd 2014 – All rights reserved Where is you pain?
  8. 8. © RADTAC Ltd 2014 – All rights reserved Mindset Values Principles Practices Tools & Processes We  use   JIRA   We  do     stand-­‐ups   We  are     co-­‐located   We  do  just  enough   documenta>on   We  work   together   What  is  agile?  
  9. 9. © RADTAC Ltd 2014 – All rights reserved Percep>on   Itera>ve  development   Comms  &  collabora>on   Self-­‐governance  and   accountability   Learn  (oNen)   Priori>sa>on  (oNen)   Deliver  value  (oNen)   What  does  Agile  mean  for  you?  
  10. 10. © RADTAC Ltd 2014 – All rights reserved
  11. 11. © RADTAC Ltd 2014 – All rights reserved Mindset Values Principles Practices Tools & Processes Agile  manifesto   Source: http://agilemanifesto.org
  12. 12. © RADTAC Ltd 2014 – All rights reserved 12  Principles  of  the  Agile  Manifesto   1.  Our  highest  priority  is  to  sa>sfy  the  customer  through  early   and  con>nuous  delivery  of  business  value.     2.  Welcome  changing  requirements,  even  late  in  development.   Agile  processes  harness  change  for  the  customer's   compe>>ve  advantage.     3.  Deliver  business  value  frequently,  from  a  couple  of  weeks  to  a   couple  of  months,  with  a  preference  to  the  shorter  >mescale.     4.  Business  people  and  developers  must  work  together  daily   throughout  the  project.   …         Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org
  13. 13. © RADTAC Ltd 2014 – All rights reserved 12  Principles  of  the  Agile  Manifesto   …   5.  Build  projects  around  mo>vated  individuals.  Give  them  the    environment  and  support  they  need,  and  trust  them  to  get  the    job  done.   6.  The  most  efficient  and  effec>ve  method  of  conveying   informa>on  to  and  within  a  development  team  is  face-­‐to-­‐face   conversa>on.   7.  Business  value  is  the  primary  measure  of  progress.   8.  Agile  processes  promote  sustainable  development.  The   sponsors,  developers,  and  users  should  be  able  to  maintain  a   constant  pace  indefinitely.   …   Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org
  14. 14. © RADTAC Ltd 2014 – All rights reserved 12  Principles  of  the  Agile  Manifesto   …   9.    Con>nuous  aben>on  to  technical  excellence  and  good  design    enhances  agility.   10. Simplicity-­‐-­‐the  art  of  maximizing  the  amount  of  work  not   done-­‐-­‐is  essen>al.   11. The  best  architectures,  requirements,  and  designs  emerge   from  self-­‐organizing  teams.   12. At  regular  intervals,  the  team  reflects  on  how  to  become   more  effec>ve,  then  tunes  and  adjusts  its  behaviour   accordingly.   Mindset Values Principles Practices Tools & Processes
  15. 15. © RADTAC Ltd 2014 – All rights reserved Prac>ces   Mindset Values Principles Practices Tools & Processes
  16. 16. © RADTAC Ltd 2014 – All rights reserved Agile  is  not  only  scrum   Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf, 3501 respondents
  17. 17. © RADTAC Ltd 2014 – All rights reserved DEMON:  Why  is  scrum  hard?   Development teamProduct owner One person decides No dependencies No special roles 1 month or less Value hypothesis Value* * the solution is technically fully ready to release to the market. It is a marketing decision whether to actually release immediately or wait. 9 people or less Source: The Scrum Guide https://www.scrum.org/Scrum-Guide, October 2011 Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less
  18. 18. © RADTAC Ltd 2014 – All rights reserved © RADTAC 2014 Agile  Anomaly   “W A T E R…S C R U M...F A L L”L
  19. 19. © RADTAC Ltd 2014 – All rights reserved Portfolio/Organisation Product/Programme Team Shallow  wave   Source: http://radtac.wordpress.com/tag/change-wave/
  20. 20. © RADTAC Ltd 2014 – All rights reserved Michael  Sahota,  An  Agile  Adop>on  and  Transforma>on  Survival  Guide   © RADTAC 2014 Agile  by  Stealth  
  21. 21. © RADTAC Ltd 2014 – All rights reserved Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. What  is  your  culture?  
  22. 22. © RADTAC Ltd 2014 – All rights reserved Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. Agile  friendly  culture   47% 41% 9% 3%
  23. 23. © RADTAC Ltd 2014 – All rights reserved Portfolio/Organisation Product/Programme Team Breaking  wave   Frozen  middle!   Source: http://radtac.wordpress.com/tag/change-wave/
  24. 24. © RADTAC Ltd 2014 – All rights reserved Mindset  –  doing  agile,  being  agile   Roles Org Chart Processes Tools LanguageCustoms Behaviors Values Traditions Beliefs Stereotypes Taboos Visible formal system Invisible informal system New agile structure Source: Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf, Culture   Mindset Values Principles Practices Tools & Processes
  25. 25. © RADTAC Ltd 2014 – All rights reserved Measuring  Organisa>on  Culture   Adapted with permission from “Kanban from the Inside” © 2014 Mike Burrows
  26. 26. © RADTAC Ltd 2014 – All rights reserved Portfolio/Organisation Product/Programme Team Sustainable  wave   Start  agile  transforma>on     with  a  ver>cal  stripe…   Source: http://radtac.wordpress.com/tag/change-wave/ …then  expand  sideways  
  27. 27. © RADTAC Ltd 2014 – All rights reserved “Doing  Agile”   Ac>ons   Results   Mindset Values Principles Practices Tools & Processes
  28. 28. © RADTAC Ltd 2014 – All rights reserved “Being  Agile”:  The  Learning  Organisa>on   Values  &  Beliefs   Intrinsic  Behaviours   Ac>ons   Results   Mindset Values Principles Practices Tools & Processes
  29. 29. © RADTAC Ltd 2014 – All rights reserved Agile  Founda>ons  coming  soon…  
  30. 30. © RADTAC Ltd 2014 – All rights reserved Q&A       Thank  you   Any  ques>ons?  

×