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© RADTAC Ltd 2014 – All rights reserved
The	
  Why,	
  How	
  and	
  What	
  of	
  Agile?	
  
Dragan	
  Jojic	
  and	
  Darren	
  Wilmshurst	
  
© RADTAC Ltd 2014 – All rights reserved
Introduc>on:	
  Darren	
  Wilmshurst	
  
© RADTAC Ltd 2014 – All rights reserved
Introduc>on:	
  Dragan	
  Jojic	
  
© 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
© 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	
  
© RADTAC Ltd 2014 – All rights reserved
Why	
  agile?	
  
Source: https://www.startwithwhy.com/
© RADTAC Ltd 2014 – All rights reserved
Where is you pain?
© 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?	
  
© 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?	
  
© RADTAC Ltd 2014 – All rights reserved
© RADTAC Ltd 2014 – All rights reserved
Mindset
Values
Principles
Practices
Tools &
Processes
Agile	
  manifesto	
  
Source: http://agilemanifesto.org
© 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
© 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
© 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
© RADTAC Ltd 2014 – All rights reserved
Prac>ces	
  
Mindset
Values
Principles
Practices
Tools &
Processes
© 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
© 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
© 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
© RADTAC Ltd 2014 – All rights reserved
Portfolio/Organisation
Product/Programme
Team
Shallow	
  wave	
  
Source: http://radtac.wordpress.com/tag/change-wave/
© RADTAC Ltd 2014 – All rights reserved
Michael	
  Sahota,	
  An	
  Agile	
  Adop>on	
  and	
  Transforma>on	
  Survival	
  Guide	
   © RADTAC 2014
Agile	
  by	
  Stealth	
  
© 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?	
  
© 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%
© RADTAC Ltd 2014 – All rights reserved
Portfolio/Organisation
Product/Programme
Team
Breaking	
  wave	
  
Frozen	
  middle!	
  
Source: http://radtac.wordpress.com/tag/change-wave/
© 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
© RADTAC Ltd 2014 – All rights reserved
Measuring	
  Organisa>on	
  Culture	
  
Adapted with permission from “Kanban from the Inside” © 2014 Mike Burrows
© 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	
  
© RADTAC Ltd 2014 – All rights reserved
“Doing	
  Agile”	
  
Ac>ons	
  
Results	
  
Mindset
Values
Principles
Practices
Tools &
Processes
© 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
© RADTAC Ltd 2014 – All rights reserved
Agile	
  Founda>ons	
  coming	
  soon…	
  
© RADTAC Ltd 2014 – All rights reserved
Q&A	
  
	
  
	
  
Thank	
  you	
  
Any	
  ques>ons?	
  

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Why, how and what of Agile

  • 1. © RADTAC Ltd 2014 – All rights reserved The  Why,  How  and  What  of  Agile?   Dragan  Jojic  and  Darren  Wilmshurst  
  • 2. © RADTAC Ltd 2014 – All rights reserved Introduc>on:  Darren  Wilmshurst  
  • 3. © RADTAC Ltd 2014 – All rights reserved Introduc>on:  Dragan  Jojic  
  • 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. © 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. © RADTAC Ltd 2014 – All rights reserved Why  agile?   Source: https://www.startwithwhy.com/
  • 7. © RADTAC Ltd 2014 – All rights reserved Where is you pain?
  • 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. © 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. © RADTAC Ltd 2014 – All rights reserved
  • 11. © RADTAC Ltd 2014 – All rights reserved Mindset Values Principles Practices Tools & Processes Agile  manifesto   Source: http://agilemanifesto.org
  • 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. © 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. © 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. © RADTAC Ltd 2014 – All rights reserved Prac>ces   Mindset Values Principles Practices Tools & Processes
  • 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. © 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. © 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. © RADTAC Ltd 2014 – All rights reserved Portfolio/Organisation Product/Programme Team Shallow  wave   Source: http://radtac.wordpress.com/tag/change-wave/
  • 20. © RADTAC Ltd 2014 – All rights reserved Michael  Sahota,  An  Agile  Adop>on  and  Transforma>on  Survival  Guide   © RADTAC 2014 Agile  by  Stealth  
  • 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. © 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. © RADTAC Ltd 2014 – All rights reserved Portfolio/Organisation Product/Programme Team Breaking  wave   Frozen  middle!   Source: http://radtac.wordpress.com/tag/change-wave/
  • 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. © RADTAC Ltd 2014 – All rights reserved Measuring  Organisa>on  Culture   Adapted with permission from “Kanban from the Inside” © 2014 Mike Burrows
  • 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. © RADTAC Ltd 2014 – All rights reserved “Doing  Agile”   Ac>ons   Results   Mindset Values Principles Practices Tools & Processes
  • 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. © RADTAC Ltd 2014 – All rights reserved Agile  Founda>ons  coming  soon…  
  • 30. © RADTAC Ltd 2014 – All rights reserved Q&A       Thank  you   Any  ques>ons?