Everyone is doing it - Agile Software Development and Business Agility but is it right for you? There are definite pro's and con's and even instances where you should Agile doesn't apply especially not a full big bang transformation. Have questions and want a balanced assessment on whether it's right for your organization or if you are going about it the right way feel free to reach out to us @ techexpressoconsulting.com

1. Is Agile Disrupting Your Organization?
If It’s NOT then It Should!
Jacqueline Sanders-Blackman
CBAP, PMP, SSBB, Certified SAFe Agilist, CSM
#Jacqueline_theBA
@Requirementspro
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2. Agile is a Game Changer
What makes Agile a Game Changer?
“If you are expecting ‘significant’ results, then be willing to make more than just ‘superficial’ changes”
o Agile is a Paradigm Shift and a Culture Change
o Agile is a change in Mindsets and Behaviors
o Some people will give up their perceived “power”
o Some people will have to learn to trust others
o Some people will have to do more than take orders
o Some people will have to lean into their discomfort
o How people are rewarded and recognized must change
o Core Values Must Change
o The Corporate Language will have to change
o Some good people will not fit into the Agile Team culture
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3. Is your organization really ready for a
true Agile transformation or are you
looking for something to hide behind to
cover up the root of your development
and delivery issues?
A “full” Agile transformation will expose your weaknesses from the top of the
organization all the way to the bottom.
The more you are willing to admit your company’s weaknesses the more you will
benefit because you can begin to adjust and adapt the areas of Agile that
address those weaknesses.
Agile Breakthroughs Demand
Transparency
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4. Are You Willing to Address Silos?
Are you willing to Address Bullies, Superheros,
Renegades?
Are you willing to redefine roles and responsibilities?
Are you willing to have interventions and address
naysayers?
Cover Ups Will Stifle Your Transformation
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5. AGILE SHOULD NOT FEEL
LIKE A PUNISHMENT
A Successful Team Is An Engaged and Empowered Team
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6. DON’T - Use Agile to pile on more work?
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7. DON’T: Use Agile to Hide the Finish Line!
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8. DON’T: Use Agile to Stretch People Beyond Their
Limits?
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9. The Organization Paradigm Shift
Portfolio
Value Stream
Program
Team
Scope, Commitment and Capacity is
determined at the Team Level and
travels up the communication
hierarchy versus from the top down!
Vision
Value
Acceptance
Criteria
Scope,
Commitment
&
Capacity
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10. The Project / Solution Paradigm Shift
The shift in the solution is
predicated on the Schedule and
Budget being fixed and the Scope
being variable. The triangle that
represents the triple constraints is
upside down. This makes it clear
how significant the two shifts are to
the way we’ve done software
development in the past.
SCOPE
Minimum Feature Set (MFS)
Minimum Viable Product (MVP)
S
C
H
E
D
U
L
E
BUDGET
QUALITY
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11. Every Role Has To Adjust and Shift
Example of Necessary Changes
Strategic Managers Transparency, Flexibility
Portfolio Decision Makers Embrace/Cultivate a Minimalist Viable Product Culture
Product/Program Managers Focus on your product but don’t overlook the enterprise
Project Managers Manage Dependencies and Milestones not People or Teams
Shared Services Adjusting Your SLA(s) to accommodate Agile Teams
Product Owners Doing Agile does not mean you have an open ended budget
Stakeholders/External
Agents/3rd
Parties
They can’t just weigh in once we have a finished product
SME “Ditto” (They can’t just weigh in once we have a finished product
….)
Developers Agile works best when it’s treated like a Team Sport and there are no
MVP(s)
Business Analyst Requirements are informal, Facilitation is informal, You’re to
Eavesdrop and ‘Drop by’ uninvited
Testers You don’t have to wait for an invitation. By definition you are a part
of the team.
Clients/Customers Help them to appreciate the continued improvement process and
how it benefits them
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12. People
Culture
Processes
And
Ceremonies
Tools
You have to start by understanding
the current beliefs that are driving
the existing behaviors.
Waterfall alone is not what is
historically causing failed project.
We have to acknowledge the other
areas of disconnect or otherwise
they will carry over and undermine
the Agile transition.
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13. Ten Unhealthy Agile Environments
1. A Finger Pointing Culture
2. Constant Fire Drill / Reactive Culture
3. Attention Deficit and Amnesia Culture
4. Secret Societies and Information Hoarding Culture
5. Hero and Fire Fighting Culture
6. Ten #1 Priorities Culture
7. Everyone Can Be Replaced Culture
8. Top Down Only Culture
9. Everyone Is Lazy Culture
10. Random Acts of Improvement and Fast Food Turnaround
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14. Agile is not just Ceremonies; It is a Mindset
❖ Experiences
❖ Mental Barriers & Blockers
❖ Beliefs & Values
❖ Action & Behaviors
❖ Results

15. Agile Center
of Excellence
Agile Guilds
Team
Development
Team
Building
Individual
Development
To Get The Best Out of
Agile You Have To Be
Willing To Give Up the
Behaviors and Habits
You Are Clinging to the
Most!
Doing Things a New
Way is Hardest for
Those Who Have Been
Experts in Their Field
the Longest! (c) Technology Expresso Media for permission email
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16. It Can Be A Little Painful But Worth It!
“You feel the most pain right when a ‘breakthrough’ is about to occur. Lean in. Don’t Turn
Back!
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17. Jacqueline Sanders-Blackman,
Agile Breakthrough Specialist
CBAP, PMP, 6Sigma, MSC, Certified SAFe Agilist, CSM
jacqueline007@technologyexpresso.consutling
www.techexpressoconsulting.com
For More Information
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