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Hype or Reality. Probe, Sense Respond. Can you handle unpredictability? Understand what business agility means for you and do not sub-optimise.

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  1. 1. Agile Transformation Intro Dejan Cusic Business Director, Ireland & UK
  2. 2. Hype or Reality?
  3. 3. What is transforming? Alexander Osterwalder's Business Model Canvas
  4. 4. Designing change … choices Paths … Adaptation, Reconstruction, Evolution, Revolution Start Points…Top-down, Bottom-up, Pockets of good practice, Pilot site Style… Delegation, Collaboration, Participation, Direction, Coercion Roles … Leadership, Ext. consultants, Change action team, Fun. delegation Target … Outputs, Behaviours, Employee values Levers…Power structures, Symbols, Org. structures, Control systems, Routines and rituals, Stories
  5. 5. Designing change … context Time… crisis, short time vs long time Scope … breadth, depth Preservation … which to destroy, which to preserve Diversity … uniformity vs diversity, sources of diversity, impact on loyalty and identity Capability … individual, organisational Capacity … assessing capacity (cash, time, people) Readiness… Awareness, commitment Power … assessing power structures
  6. 6. Is it really possible to design change? ?
  7. 7. Answer… Cynefin Framework?
  8. 8. Digital Transformation Agile TRANSFORMATION
  9. 9. Agile TRANSFORMATION Probe. Sense. Respond. Embrace unpredictability of complex environments Organ. level Team Level Delivery level
  10. 10. Q & A
  11. 11. Agile Transformation Basics Mark Kachanov Scrum Coach & Scrum Trainer
  12. 12. Who thinks your company is organised the best way to deliver value to your customers? ?
  13. 13. Organizations Before Focus on structure and management Now Focus on delivering value
  14. 14. Complexity and Recipes Cynefin Framework by Dave Snowden Complex Probe Sense Respond Emergent Complicated Sense Analyze Respond Good Practice Chaotic Act Sense Respond Novel Simple Sense Categorize Respond Best Practice DISORDER Beware of recipes and don’t try to plan everything upfront. Inspect and Adapt!
  15. 15. Agile vs Business Agility Agile Understand what “Business Agility” means for you and don’t sub-optimize! Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Business Agility ?
  16. 16. Agility It’s a cultural shift Accept unpredictability of complex environments can’t be planned can’t be dictated has no end state Build a learning organisation that can inspect and adapt!
  17. 17. Frederic Laloux “Reinventing organisations” ≤COMPANY CEO Organisational paradigms
  18. 18. Top-Down vs Bottom-Up You need both for success!
  19. 19. Communicate, Communicate, Communicate CEO middle manager engineer Linear Communication CEO middle manager engineer Direct Communications CEO middle manager engineer What are we changing and why?
  20. 20. Welcome Pain Agile frameworks will not solve problems for you. They will make them visible. Accept responsibility for uncovered problems Nobody will transform your organisation for you
  21. 21. Anecdote - We want you to help us implement Scrum - No problem, but why do you want Scrum? - Because we want our fix scope projects to be cheaper and delivered faster Shift focus to delivering value and shape your organisation accordingly scope budget time
  22. 22. Takeaways No recipes (Cynefin) Define “Business Agility”. Build a learning organisation Asses the level of organisational consciousness (Laloux) Have support from both top and bottom Communicate as much as possible Be ready to experience pain Shift focus to delivering value and shape your organisation accordingly
  23. 23. Q & A
  24. 24. Get your agile team to fully perform quicker Snjezana Momic Agile Consultant
  25. 25. Changes to productivity and morale Norming Working with each other Storming Challenging each other Performing Working as one Forming Learning about each other 01 02 03 04
  26. 26. Forming Team’s perspective • High dependence on leader for guidance and direction. • Little agreement on team aims other than received from leader. • Individual roles and responsibilities are unclear. • Processes are often ignored. • Most team members are positive and polite. • Anxiety - as they haven’t fully understood what work the team will do. • Excitement about task ahead Leader’s perspective • Leader directs • Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. • Members test tolerance of system and leader. • Leader plays a dominant role at this stage, because team members' roles and responsibilities aren't clear. 01
  27. 27. Team’s perspective • This is the stage where many teams fail. • Decisions don't come easily within group. • Clarity of purpose increases but plenty of uncertainties persist. • Cliques and factions form and there may be power struggles. • The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. • Compromises may be required to enable progress • Stress Leader’s perspective • Leader coaches. • Conflict resolution. • Development of team-specific common understandings of process and roles Storming02
  28. 28. Team’s perspective • Roles and responsibilities are clear and accepted. • Agreement and consensus largely forms among the team, who respond well to facilitation by leader. • Big decisions are made by group agreement. • Commitment and unity is strong. • The team may engage in fun and social activities. • Tendency to avoid conflict • Growing trust, harmony, respect and unity among team members • Use of team language – “we” rather than “me” Leader’s perspective • Leader facilitates and enables. • Encouragement to share different perspectives and to explore disagreements in order to develop better solutions Norming03
  29. 29. Team’s perspective • Flexibility and shared leadership • Clear purpose, values, deliverables, roles, responsibilities and accountabilities • Relationships and communication are built on trust, mutual respect and openness • Optimal productivity and high standards • Recognition and appreciation for individual and team accomplishments • High morale • Disagreements occur but now they are resolved within the team positively • Necessary changes to processes and structure are made by the team Leader’s perspective • Leader delegates and oversees • The team does not need to be instructed or assisted. • Team members might ask for assistance from the leader with personal and interpersonal development. • Empowering team practices that free team energy and lead to continuous improvement Performing04
  30. 30. Changes to productivity and morale Morale Productivity Low High Forming Storming Norming Performing S1 S2 S3 S4
  31. 31. SUPPORTINGBEHAVIOR DIRECTING BAHAVIORLOW HIGH HIGH DIRECTING COACHING DELEG ATING DIRECTING SUPPO RTING Situational leadership S2S1 S2 High supportive and low directive bahavior High supportive and high directive bahavior Low supportive and low directive bahavior Low supportive and high directive bahavior Managing the journey to empowerment • Diagnosing the stage of development • Flexibility in delivering appropriate leadership style • Teams generally do not skip stages • Leadership style has to follow the same track – you cannot skip the style S2S3 S4 S1 S2
  32. 32. Team development – Game Plan
  34. 34. THANK YOU! Snjezana Momic Dejan Cusic
  35. 35. Agile Quality Automation Aleksandar Ristic Quality Automation Expert
  36. 36. Agile Testing Communication Manual vs Auto What to test ?
  37. 37. Digital Transformation QA side of the story • Test Automation as a prerequisite for Continuous Integration / Continuous Delivery • How to use test automation suites to automate delivery • Where does QA fits ?
  38. 38. No more test teams • First casualty of Agile Transformation ! • Test engineers are part of scrum teams • What to do and how to behave in : Grooming, Planning, Retrospective and morning Scrum • Use QA guild !
  39. 39. FIND THE RIGHT TOOL ! Project starting: More dev, less testing Project ending: Less dev, more testing Solutions ? Selenium/Java, Protractor/JavaScript, SoapUI
  40. 40. Benefits ! • Developers will learn how will we test their features • Developers will get larger picture (about the product) while automating simple e2e scenario (because they usually work only on one component) • Test engineers will benefit from help and coding but they still need to produce valid scenarios to be automated! • Lowering project costs with reusing developers as developers in testing
  41. 41. Answers ?
  42. 42. How much automation do you need ? • Make a list of your major functionalities and create BVT tests that will tell you if the build is OK • Find critical end user paths • Automate them ! • Pareto’s principle
  43. 43. What to automate? 4/4